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The House of Lords – a modern anachronism?

The UK is unique in having a largely appointed second chamber. How can it help you to influence the policy agenda?

Photo by Peter Kostov on Unsplash

We’re often told that the UK is the trailblazer of parliamentary democracy – a model which has been emulated the world over, and which provides for stable government.  Whether or not that is the case, there is one quirk of the UK model which hasn’t proved to be quite such a popular export, and that is the role of an appointed House of Lords within our bi-cameral system.

While our model of a largely appointed second chamber might be highly unusual (and almost unique when you factor in the remaining hereditary element of the House of Lords), it is an important part of our parliamentary system, and one that anyone seeking to influence the policy process would be foolish to overlook.

In this post, I look at the role that the House of Lords plays in the policy process and offer some tips on how to make best use of the second chamber as part of your influencing strategy.  

The shape of the House of Lords

The House of Lords is one of the largest upper houses of parliament anywhere in the world and is famously second only in size to the Chinese National People’s Congress.

In 2015, there were more than 800 active members of the House of Lords (yet only enough seats for 400!).  While historically most Peers were hereditary, today the vast majority are life peers, appointed to the House by successive Prime Ministers and other party leaders. Other peers are a mix of bishops and hereditary peers (whose number has been dramatically reduced in recent rounds of reform). 

On the Government benches, there are House of Lords ministers representing Departments of State, and many members take a party whip.  However, unlike its democratic counterpart, the House of Lords has many crossbench peers – members of the House of Lords who are not politically aligned.  Cross bench peers tend to be subject-matter experts, appointed to the House of Lords because of their special interests or contribution to national life.

Controversies

In any discussion about the House of Lords, it is impossible to ignore the highly controversial nature of the existence of a largely appointed second chamber in a modern democracy.  Quite apart from the big question-mark over the lack of direct (or even indirect) election to the second chamber, the UK system is also unique in having representatives of the established church playing a role in the legislative process.  Add to that the continued presence of an (albeit much reduced) hereditary element, and the role that the Prime Minister (and other party leaders) play in appointing members of the House of Lords (leading to accusations of cronyism), and it’s easy to see why many people might consider the House of Lords to have had its day.  

Reform of the House of Lords

The House of Lords has been under almost constant reform.  Aside from the big constitutional changes brought about by the Parliament Acts, there have been a constant stream of smaller, but equally significant, reforms over the years.  

Its shape has been significantly amended in the last 100 years.  The Life Peerages Act of 1958 precipitated the transition from a largely hereditary chamber to an appointed one, and the 1999 House of Lords Act removed all but 92 of the remaining hereditary peers.

Most recently, under the Conservative-Liberal Democrat Coalition Government of 2010, proposals were drawn up which would have capped the size of the House of Lords and introduce direct elections for 80 per cent of the members of the Lords.  Those proposals were swiftly dropped by the Coalition Government in the face of opposition from the Conservative Party. But the question of Lords reform remains high on the constitutional reform to-do list.  

However, the purpose of this post is not to rehearse the arguments for and against reform of the House of Lords, but to focus on the role that it plays in the policy process, and therefore its importance for anyone seeking to influence the development of government policy. 

The role that the House of Lords plays

Until the passing of the 1911 Parliament Act, the House of Lords held enormous power, and was able to veto any legislation that had been passed by the democratically elected House of Commons.  The 1911 Act was one of the most important changes to the (notoriously unwritten) British Constitution and marked the transition of the House of Lords from equal partner in the parliamentary system to a chamber of review and reflection. Today, the House of Lords can only, at best, delay legislation sent to it from the House of Commons, and even then in relatively limited circumstances and only for up to a year.  Its powers have been significantly curtailed over the last century. 

Today, it is a chamber that seeks to hold government to account, and which seeks to influence government policy.  It can no longer simply block legislation but can give the government of the day pause for thought if there is significant opposition from Peers. Perhaps the best example of that was the Labour administration withdrawing its plans to introduce mandatory identification cards in the face of opposition from the House of Lords in 2006.  

The Salisbury Convention means that traditionally the House of Lords does not seek to block or delay legislation that was included in the manifesto of the government of the day, given that such legislation has a direct mandate from the electorate.  By convention, the Lords are also not able to block or delay any bill relating to finance or taxation.   

The soft power of the House of Lords

So rather than relying on the hard power of parliamentary process, the House of Lords often seeks to use soft power.  Through close inspection, review, and challenge, it seeks to help shape and influence the development of policy, and the decisions that the government takes. 

In many ways, members of the House of Lords play quite a similar role to those of us outside of the parliamentary system who are looking for ways to influence the policy process. 

Working with members of the House of Lords

Working with members of the House of Lords is quite different to working with members of the House of Commons.  Here are a few tips and tricks to help you make best use of the House of Lords as a route to influencing government policy.

Tip #1:  They don’t have to worry about troublesome elections!

Compared to elected parliamentarians, members of the Lords don’t have to think about how electorally popular they might be.  This means that they can be more likely to speak up and be vocal on matters of principle which are important to them compared to their elected counterparts.  It’s a curious advantage of not being democratically elected. 

Tip #2:  There is more time for debate 

Debates in the Lords tend to be longer and deeper than those in the Commons.  This means that it is easier to communicate nuance and subtlety than it is in the Commons, which can be particularly helpful when the issue that you are trying to influence or communicate is complicated. There are some parallels with Commons debates in Westminster Hall in that regard.  

Tip #3:  It’s easier for the Lords to challenge the government

Partly because the House of Lords effectively has ‘no overall control’ as the government benches do not command a majority, it is quite common for the House of Lords to table (and support) amendments to Government legislation that would be unthinkable in the Commons.  Although such amendments often go on to be overturned by the Commons, it can be a really powerful way of raising the profile of a particular issue. Sometimes, the government will listen to the voices of Peers, and accept such amendments too. 

Tip #4:  They don’t have staff

One important difference between members of the House of Commons compared to members of the House of Lords is that Peer frequently won’t have the staffing capacity that their elected counterparts have (both in their constituencies and in their Common’s offices).  This is important to bear in mind when you’re working with Peers.  It means that you’re much more likely to be dealing directly with the Peer themselves, rather than any staff.  It also means that building a positive and constructive working relationship is even more important, and you will need to think carefully about what they might need in terms of support or briefings.  

Tip #5:  They are often subject matter experts

Appointees to the House of Lords are frequently experts in their particular field, so finding the Peers with relevant interests and knowledge should be a key part of your influencing strategy.  Encouraging such experts to get involved in relevant All-Party Parliamentary Groups, for example, can be really effective. 

What is your experience of working with members of the House of Lords? Have they been a valuable route to influence government policy?  Share your thoughts in the comments below.

If you or your organisation are looking to do more policy influencing work, and would like some help or advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk  

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Using the Freedom of Information Act to influence policy

The Freedom of Information Act can be a really powerful tool in the influencing toolkit. It can help you extract information, identify policy weakness, and even generate news stories

Photo by AbsolutVision on Unsplash

Freedom of Information (FoI) requests can be a really effective tool for influencing policy.  As well as helping to fill gaps in data or information, they can be particularly useful to determine the extent to which national policy might be being implemented locally or regionally. As I have explored in a previous post, so much of the responsibility for policy decision making is devolved away from central government departments.  This can make it harder to find out what is happening on the ground, how well a government’s stated objectives for a particular policy are being achieved, or simply whether the policy is even being implemented in the first place. 

In this post, I take a look at what Freedom of Information requests are and how you can use them to support your policy influencing work.  I’ll explore how to construct a request that will get you the information that you need, and some of the ways that you can use the results.  

What is a Freedom of Information Act request?

The Freedom of Information Act (2000) and the Freedom of Information (Scotland) Act (2002) give citizens the right to request certain information from public authorities.  This means that you can ask for information from UK government departments, devolved administrations and other public bodies including councils, schools and colleges, the NHS, the police and fire services, and publicly owned companies, among others.  It does not, however, apply to private organisations or companies.  

How do you submit a request?

You can submit a Freedom of Information request in a variety of different ways – by letter, email, social media or even by fax (if you still use those!).  Some organisations may even have an online form of their website to use to submit a request. 

It doesn’t matter how you make your request – it will be treated the same by the organisation receiving it. 

There are some basic bits of information that you will need to include however you might be submitting your request.  This includes:

  • Your name
  • Contact details (a postal or email address)
  • A description of the information that you are requesting

If you want to receive information in a particular format, you can also ask at this point too.  For example, you might want paper or electronic copies, or information in an accessible format such as audio or large print. 

Can a request be denied?

Yes, it can.  It can be denied if you have asked the wrong organisation for the information that you want (think carefully about which organisation actually has the information that you need).  You request can also be turned down if you are seeking personal or certain sensitive information that is not made available to the public (although you should be told if this is the case).

Importantly, a request can be turned down if it would simply cost too much for the organisation to gather the information that you are asking for.  The limit for this is set at £450, or £600 if the organisation is a government department, Parliament, the armed forces, the Northern Ireland Assembly or Welsh Government, or if the organisation is based in Scotland.  In calculating the cost of gathering the data, it’s worth noting that organisations cost a person’s time at £25 per hour. 

If your request is denied, you can ask the organisation to review their decision.  If you’re still not satisfied, you can go to the Information Commissioner’s Office (England, Wales and Northern Ireland) or the Scottish Information Commissioner.

However, if your request is turned down, it might be that the way you put your request together was either too vague, or too broad.  You might just need to go back and look again at the question that you have asked.  It’s well worth taking a bit of time at the beginning of the process to frame your questions appropriately. 

How do you structure a request that will get you what you need?

To make sure that your request generates the information that you want and need, it’s worth taking a bit of time to get it right.  It’s also worth bearing in mind that frivolous or unfocused requests cost the taxpayer money, so it’s important to make the most efficient and effective use of the Freedom of Information Act.

There are a few tips to making sure that your request gets you what you need:

  • Do your research first

Make sure that you know which organisation will have the information that you need, and that the information hasn’t already been published or made available.  Spending a bit of time researching what has been asked before could save a lot of time and energy, and targeting the right organisation will reduce the chances of your request being turned down at the first hurdle.

  • Be as specific as possible

Try to be as specific as you can possibly be about the information that you are asking for.  Avoid requests that ask for ‘all the information’ on a particular topic (those are likely to be turned down on cost grounds), or which are unclear about what you are asking for.  The more specific you can be, the better.  It will make your life, and that of the organisation you are requesting the information from, so much easier. 

  • Plan ahead

Allow enough time to get the information that you need.  Be prepared that if your initial request is turned down, you might need to try again in a slightly different way.  

How long will it take?

When you submit a request, the organisation that you are requesting the information from has 20 working days to respond.  It’s worth noting that this doesn’t necessarily mean that you will have the information that you requested within 20 working days.  If your request is denied, you will also be informed within this time limit.  You may also be told within that 20 working day limit that it will take the organisation longer to gather the information that you have asked for.  Be prepared to be patient. 

How can FoI requests support policy influencing?

Freedom of Information requests can be a really useful tool to support your policy influencing work.  They can help you access information that a public authority might not routinely make publicly available (such as statistics or data), to unpick what information is collected on a particular topic, or to understand how well, or not, a particular policy is being implemented at a local level. 

Establishing whether and how a policy might be being implemented locally

In my opinion, one of the most powerful ways to use Freedom of Information Act request is to establish whether and how a particular policy is being implemented locally.  As I have described in a previous post, many aspects of public policy are devolved to a more local level, which can make it difficult to establish what is happening on the ground.  

If you take a look at the response from government ministers to parliamentary questions you will quite quickly see that the response of ‘that information is not collected centrally’ is quite commonly used where responsibility for the implementation of a particular policy is devolved to other organisations.  That is quite common in health and care policy, but also in education and several other aspects of public policy.  

That does not, of course, mean that the information isn’t available at all – just that it isn’t collected or collated at a national level.  This is a great example of where a Freedom of Information Act request can be used to help fill that gap.  

You might decide that a good way to get the information that you need is to ask regional or local public authorities who are more likely to have the information that you need.  You might be interested in a national picture (in which case you might want to make the same request of all areas), or a particular local area or region.

Making this kind of ‘mass request’, where you ask a lot of organisations for the same information to build up a national picture, can be a really effective influencing tool.  It will help you to hold government to account for the delivery of a particular policy commitment, for example, or help you to evidence a particular issue that might require government action. 

If you are planning to deploy this ‘mass request’ approach, there are a few things to bear in mind to maximise your chances of success.

  • Test your questions first

If you’re asking a large number of organisations for the same information, it’s worth testing that the questions you are asking will generate the information that you need.  Before you send a request to all schools, colleges, police authorities or NHS organisations, it’s worth testing your request with a much smaller number.  If there are any problems with the way that you are framing your request, you’ll have a chance to correct it before you go out to all of the relevant organisations – saving you, and them, time and money. 

  • Get advice

Most FoI officers will be happy to work with you to make sure that your request is shaped as well as it can be.  Afterall, it’s in their interest to have well-crafted requests as much as it is in yours to target the information that you need.  While this applies to any FoI request, it’s particularly important if you are planning to deploy a ‘mass request’ technique.  

Using FoI information with the media

Freedom of Information Act requests can be a fantastic resource to build a media story on a particular topic.  They can help identify gaps, show trends, or highlight deficiencies in public policy.  If you have such a capacity within your organisation, it’s worth working closely with your media or communications colleagues to explore whether or not there might be a media story in the information that you gather, although remember that it’s important to use such information responsibly, and to provide context to the information that you gather.   As I have explored in a previous post, the media can also be a powerful tool for influencing the policy agenda. 

Conclusion

Freedom of Information Act requests can be a really powerful tool in the policy influencing toolkit.  They can help you to extract information that might not be made readily available, or to identify weaknesses in the implementation of policy at a local level.  

What ways have you used Freedom of Information Act requests to support your policy influencing work?  Let me know in the comments section below. 

If you or your organisation are looking to do more policy influencing work, and would like some help or advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk  

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Did you have a question about how to influence policy?  You might find an answer here…

In this post, I answer some of the questions that you sent me about influencing government policy

Photo by Mark König on Unsplash

A huge thank you to everyone who sent in their questions for me to (try to) answer.  I’ve picked out a handful of your questions to answer in this post.  I can’t promise to give you the answer to the meaning of life, the universe and everything (which as any Hitchhiker’s fan knows is 42), but I hope that the answers are helpful to you.

If you spot your question in this list, but have a supplementary question that you’d like to ask, feel free to drop me a line via the ‘Contact’ page above, or email me at hello@thepolicycoach.co.uk

What’s the best way to get a policy job?

There are lots of different routes to working in a policy role.  Lots of people start off their career working for an MP as a researcher, or in their constituency office.  You can check out the fantastic Working for an MP website.  Although it’s designed primarily for people working in parliament, it’s full of useful insights on what that involves.  It also has a popular job listing too.  

I first started working in policy following a stint in local government, which gave me a first-hand insight into the practical challenges of delivering public services, and provided the impetus for me to seek out a charity campaigning role which, over time, grew into a broader policy influencing role.  

Some organisations will offer ‘unpaid internships’ as a way of building experience.  Personally I really dislike unpaid internships, as they discriminate against those without the financial means to take on unpaid work.  

If you’re thinking about a career in influencing policy, take a look at my post about the skills and abilities that a policy officer will need. 

The charity I work wants to do more parliamentary work.  Where should we start?

It can be a bit bewildering to know where to start.  Take a look at my recent blog post which offered some pointers for organisations hoping to build their policy influencing capability.  

Government departments are full of people working on policy. How can I hope to influence them?

Even though government departments can be really big, the reality is that the number of people working on any particular policy area is often quite small.  There may only be a handful of officials who are responsible for a particular issue within a department of thousands of people.  What this means in practical terms is that building relationships with those officials should be your top priority.  In an ideal world, you want those officials to see you as a helpful and constructive partner that can help them deliver what they have been tasked to do.  

The other thing to remember is that it’s unlikely that the officials will necessarily be experts on the specific issue that you are interested in, whereas you are likely to have particular knowledge or experience that will be helpful to them, if it’s presented in the right way.  Make yourself useful, and your voice is more likely to be heard.  

Are protests a good way to get government to do something?

The short answer is yes, they can be.  The slightly longer answer is that it depends what you’re trying to achieve.  If your primary objective is to raise awareness of an issue, then protests can be a good way to get some attention.  Similarly, if you’ve tried every other route to get the change that you want to see but aren’t getting anywhere, then more active and visible campaigning can also be a useful tactic.  It’s important to pick your tactics for influencing policy carefully.  Each situation will be different.  

What do you do when you’ve been working with a good minister who gets reshuffled to another department?

It can be really annoying when that happens!  You’ve invested time and energy in getting them on side, and before you know it, they’re off to a new role in a completely different government department!

But all is not lost.  While you may have built up a good working relationship with the minister, you are also likely to be on the radar of the officials supporting the minister.  Those officials will also be responsible for briefing the new incoming minister and, given your constructive working relationship with the previous incumbent, might make positive noises about you and your organisation to the new minister.  

Is there a difference between lobbying and influencing?

The word ‘lobbying’ has its origins in the conversations that take place in the division lobbies of the Houses of Parliament, but can be a bit of a marmite term for a lot of people today. In the US, it’s often associated with the power and influence of big business and commercial interests, which is frequently seen as the slightly grubby side of the American system of government.  In reality, lobbying is just another form of influencing, and describes the activities of any interest group (whether that might be a union, a charity, a company or a trade association, for example) seeking to influence government policy or legislation. Personally, I prefer the term ‘advocacy’, which I think is a better way to capture the wide range of things beyond the parliamentary process that are involved in seeking to influence policy. 

Are there any good training courses that you recommend?

There are lots of courses out there that will help you develop the technical skills needed to be successful in influencing policy.  A lot will depend on which gaps in knowledge or experience you’re trying to fill.  For example, there are lots of courses offering training on aspects of parliamentary processes (such as how legislation is made).  These sorts of courses can be really helpful for anyone who hasn’t worked in parliament before, or who wants to increase their understanding of the parliamentary processes involved.  On the other side of the equation, there are also lots of courses offering training on the technical foundations of a particular policy area (such as how the health and care system works, or how education policy is made).  The best advice is to ask around for recommendations about courses that your colleagues (either within your organisation or outside) might have been on.  

Is now a good time to try to persuade opposition parties to sign up to something?

Yes! And as a general rule, it is always worth reaching out across the political spectrum if you’re trying to achieve long term policy change.  For some organisations, such as registered charities, there are regulations in place requiring them to be balanced in their work to influence policy to protect their independence.  But for all organisations, it’s important to remember that achieving policy change can sometimes take much longer than the lifespan of any particular government.  

In the UK, we’re just under two years away from the very last date that the next General Election can be held, which means that all of the political parties are now turning their attention to the manifesto that they will put to the country.  This makes it an ideal moment to try to persuade different parties to commit to your cause, or the change that you are trying to achieve.  Don’t forget to tailor your messaging accordingly – what will resonate with one party ideologically could well turn off another. 

If you or your organisation are looking to do more policy influencing work, and would like some advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk 

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Ask me anything!

Got a question about policy or public affairs? I’d love to answer it!

Photo by Towfiqu barbhuiya on Unsplash

I’m trying something a little different to mark the new year, and giving you the chance to ask me anything about how to influence policy.  

You might want to know more about a particular parliamentary process, or how to build relationships with MP’s researchers.  You might have questions about how ministers make decisions, or just want know more about what it’s like to work in policy and public affairs.  

To submit your questions, you can either send me a message via this website, or you can email me at hello@thepolicycoach.co.uk

Send me your questions by Friday 27th January, and I’ll answer as many as I can in a post at the end of the month.  

I can’t wait to hear your questions! 

If you or your organisation are looking to do more policy influencing work, and would like some advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk  

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So, you’ve got a meeting with the minister. How do you get the best out of it?

An opportunity to meet with a Minister is a rare thing indeed, so you need to make the very best of it.

Photo by Michael Fousert on Unsplash

So, your approach to the new ministerial team has worked, and you’ve been invited to meet with the Minister.  This is a rare opportunity, and it’s important that you make the very best of it.  But how do you go about preparing? And how will you make sure that the meeting helps you to achieve your policy influencing objectives?  In this post, I take a look at what ministerial meetings are, how you can prepare for them, some things to think about, and ways to make sure that the meeting is a success.

For the purposes of this post, I’ll be concentrating on one-on-one meetings, rather than broader roundtables or policy forums which you might on occasion be invited to.  I’ll return to those in a future post.  

Over the years, I’ve lost count of the number of ministerial meetings that I have been invited to for governments of all political colours and complexions.  Some have been good, and some have been, well, let’s just say ‘not so good’!  What that has given me is a perspective on some of the key things to look out for. While every meeting is going to be different, there are some common themes and principles that apply universally, and that’s what I’ll take a look at in this post. 

You can, of course, be invited to a meeting for a variety of different reasons.  It might be in direct response to a proactive approach that you have made to the Minister, such as a letter.  It might also be because one of your parliamentary champions has gone out of their way to open the door for you by persuading the Minister that you really are someone worth meeting and talking to.  You might also be invited to a meeting if the ministerial team think that you might be able to help the government with a particular problem or challenge that they are grappling with.   Whatever the reason, it’s really important that you make the very best of the opportunity, and I hope that these tips and tricks will be useful to you. 

Tip 1:  Preparation is key

Preparing properly for the meeting is absolutely vital.  On a practical level, you’ll need to work out who you are going to field for the meeting, and what their roles will be at the meeting.  If you’re able to send more than one person, it’s a good idea to have one person who will be your lead, and to be accompanied by someone who might have, for example, the technical and more detailed knowledge that might be needed in the conversation.  Do your research about the minister and their background and interests, and think about what their current political priorities might be.  And, of course, think carefully about the key messages that you want to land with the minister and their team.  A reasonably detailed briefing note for those attending the meeting is usually a good idea. 

Tip 2:  Try to push for an in-person meeting

In this post-COVID world that we’re all living in, you might find that you are offered a virtual meeting with the minister.  If you can, it’s well worth pushing for a face-to-face meeting if it is at all possible.  It allows for a more free-flowing and natural conversation, as well as allowing you and the minister to get to know one another better than you can ever do online.  If a virtual meeting is the only option available, it’s not the end of the world, but you’ll need to work that bit harder to build a working relationship with the minister and their team. 

Tip 3:  Plan the meeting with the officials

If you can, it’s a really good idea to reach out to the relevant officials to talk about the content of the meeting.  Afterall, they will be preparing a briefing for the minister ahead of the meeting, so if you can agree on the overall shape of the meeting, you’re all going to get a lot more out of it.  It’s a good way to outline what you are looking for from the meeting, and to understand what the minister might be looking for too.  If you’re not sure which officials will be involved, you can ask the minister’s diary office for advice, as they’ll know who else is going to be attending. 

Tip 4:  Events might scupper things

When you’re dealing with ministerial diaries, there is a reasonable chance that external events might pull the rug from under your best laid plans.  It might be an urgent political issue that government needs to resolve, a question in Parliament that the minister needs to respond to, or other diary pressures that mean that your meeting gets postponed, or worse, cancelled altogether.  Don’t be disheartened if that does happen – it happens to everyone at one time or another.  The minister’s diary office will probably try to be quite accommodating in finding a new slot.  To avoid the risk of making a long trip to Westminster only for the meeting to be cancelled at the last minute, it’s a good idea to check in with the minister’s office the day before the meeting in case they can see any potential problems on the horizon (and to check on the location of the meeting in case it might have changed). 

Tip 5:  Don’t be late

Ministerial diaries are tightly managed things, so if you are even a few minutes late, it can get you off to a really bad start.  Arrive in plenty of time.  If you can, it’s a good idea to agree to meet with those you are bringing to the meeting somewhere close by for a final briefing before you all go in to the meeting together. 

Tip 6:  Come with solutions, not just problems

I’ve said it before and I’ll say it again, politicians generally get quite irritated by people who just bring problems without any potential solutions.  If the meeting is on a particular topic, it’s worth spending time thinking about the politics of that issue, and what you might want the minister, or the wider government, to do.  And don’t forget that not all of the solutions are likely to be within the ministers direct control, so think about what the minister could do to encourage action by other bodies and organisations that are not necessarily under direct government control. 

Tip 7:  Get to the point

In most instances, you’re likely to only have 30 to 45 minutes for the meeting, so you’ll need to make sure that you can get to the meat of the conversation as quickly as possible.  Niceties are, of course, important, but if you spend 15 minutes explaining who you are and what you’re trying to achieve, you could well have used half of the time available before you even get to the issue at hand.  This is particularly challenging if you’re meeting with the minister as part of a small coalition or collaboration of organisations – everyone might want their 5 minutes in the sun, but time is precious, so you’ll need to be prepared to be quite strict. 

Tip 8:  Don’t overpromise

It’s really tempting to offer more than you can actually deliver, but this can be really damaging to your relationship with the minister, and to your reputation.  Make sure that whatever you offer you can actually deliver.  It might be more information, some good data, some other evidence, or your help and support to make something happen.  

Tip 9:  Follow up with the officials

The minister will almost certainly be accompanied in the meeting by the relevant officials – usually someone from the minister’s private office plus the relevant ministerial policy lead.  Ministerial meetings are a great way to open a channel with the officials, if you’ve not already got one, and to strengthen that channel if you do.  It’s a perfect reason to follow up with the officials after the meeting to emphasise any points that you want to underline, to provide any further information, and to pick up any other actions that might have arisen from the conversation.  

Tip 10:  Update your stakeholders

If it goes well, the meeting will have moved your relationship with the minister and the officials forward, so it’s important to update your key stakeholders on the outcomes of the meeting so that they’re aware of what was discussed, what the minister’s priorities are, and what you might have agreed.  That’s even more important if your key stakeholders might have their own interaction with ministers and officials.  

What would your top tips be for preparing to meet a minister? Let me know your thoughts in the comments section below. 

If you or your organisation are looking to do more policy influencing work, and would like some advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk  

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Harnessing people’s stories to influence policy

People’s stories can be the most powerful evidence to support your policy influencing work.

Photo by Brett Jordan on Unsplash

In previous posts, I have talked about the importance of people’s stories as a tool to influencing government policy.  While statistics, facts and figures are an important part of the policy influencing toolbox, it is people’s stories which bring it all to life and make the change that you might be seeking more relatable.  Afterall, we are hard-wired as humans to communicate through stories.  

Throughout my career, I have created opportunities to give a voice to people who are often not heard in the policy making process.  Earlier in my career, I was fortunate to play my part in the very first formal channel for older people’s voices in health policy which had an enormous impact on the decisions that government took.  More recently, I have been championing opportunities for harder to hear voices to be heard in the policy process.  

A couple of readers have been in touch about how to go about harnessing people’s stories to influence policy, so thought that I would dig a bit deeper.  In this post, I take a look at some of the different ways that you can amplify people’s voices to support your policy asks, and explore some of the things to think about.  

I don’t claim to be an expert on the vital community development work that needs to take place to give a voice to people’s experiences, so this post is not a ‘how to’ guide on good community development – there are others who are far more expert on that than I am.  But what I do know is the positive impact that people’s voices can have on policy development, and I hope that what I share will be useful in helping you to harness, and amplify, those voices.  

Tip #1:  Surveys can be a useful tool

One of the simplest ways to make sure that your policy work is grounded in people’s experiences and voices is to run a survey.  There are a variety of methodologies that can be used to run surveys, and they can be a useful tool to gather both attitudinal feedback (e.g. what do you think about a particular issue?) to something a bit more factual (e.g. what do you estimate the cost of X to be?).  If you do use a survey as part of your work, it’s important to think carefully about the sample you will survey, and how generalisable your findings might be. 

Tip #2:  Focus groups can help you dig deeper

While a survey might give you quite ‘static’ information and insights, focus groups can allow you to dig a bit deeper and to begin to explore, for example, some different policy options.  As with surveys, you need to think carefully about where you would draw focus group participants from, and how representative their views might be.  Focus groups can be particularly effective as a way to sense-check some ideas or proposals, as it will provide some ‘real-world’ feedback. 

Tip #3:  Interviews give you rich insight

Investing time and energy in conducting more detailed interviews with people can be a really effective way of getting real depth and insight to support your policy influencing work.  It gives you the opportunity to ask further questions, to clarify things, and to listen to the person’s story in their own words.  When conducting such interviews, do give thought to how to support and protect the person that you are talking to – especially where you might be talking with them about difficult or challenging issues.  Be aware of the impact that such a conversation might have on them, and prepare accordingly. 

Tip #4: Co-production can be incredibly effective

Co-production refers to a group of people (normally a mix of people with lived experience and professionals) working together to come up with answers or solutions to problems.  It can be an incredibly powerful tool in policy development work, and can lead to policy recommendations which are grounded in the reality of people’s lived experience.  I’ll return to the power of co-production in a future post. 

Tip #5:  Think about harder to hear voices

Providing a platform for what are considered to be harder to hear voices can be incredibly powerful.  Those are the stories and experiences that are too often overlooked in the development and implementation of policy. When trying to connect with those voices, it’s a good idea to connect with local groups or organisations who are closer to those particular communities.  Very often those groups and organisations will be very small, and often volunteer-run or led.  If you work with these groups or organisations, don’t forget to pay them for their time and effort. 

Tip #6:  Deploying people’s voices to influence policy

Having gathered people’s stories and experiences, there are a number of different ways that you can deploy that evidence to support your policy influencing work.  Apart from the obvious things like including quotes and examples in policy documents, briefings, and submissions, I’d encourage you to think creatively about how you can platform people’s voices.  For example, seeking opportunities for people to give oral evidence at parliamentary enquiries or all-party parliamentary groups, or encouraging your activists and supporters to go and speak to their local politicians. 

Tip #7:  Stories help persuade politicians

As I have mentioned in previous posts, it’s important not to underestimate the power of stories to influence politicians.  Facts and figures are, of course, very important in making a case for change, but it’s people’s stories that bring an issue to life, making it relatable and understandable on a very human level.  Stories are, of course, all the more powerful when you provide a platform for people to tell them in their own words.  

Tip #8:  Case studies and stories are vital for media

As I covered in a previous post, the media can be a powerful policy influencing tool.  One of the things that the media will always be looking for are the case studies and stories to illustrate a story.  This is often true for both news and features.  

Tip #9:  Consent matters

However you are planning to capture people’s stories and experiences to support your policy influencing work, it’s vital that you make sure that you have people’s consent.  Whether that is consent to use people’s responses to a survey, consent to use quotes from a focus group or interview in a submission or document, or consent to share their story with the media.  It’s essential that people agree to how their story might be used. 

Tip #10:  Don’t make assumptions

In harnessing people’s voices to influence policy, it’s really important that you go in with an open mind.  You won’t know what people will want to say, what experiences they want to share, or how their experiences might shape your policy asks until you get started.  Be prepared to flex and adapt, and to be genuinely informed by people’s stories. 

What other ways can the voice of people’s lived experience help shape your policy influencing work? Let me know your thoughts in the comments section below. 

If you or your organisation are looking to do more policy influencing work, and would like some help or advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk  

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Influencing policy in a recession

The advent of a recession requires a rethink in the tactics that you will use to influence policy

Photo by D koi on Unsplash

When times are tight, you need to adapt your approach to influencing the policy agenda, especially if one of your objectives is to try to increase the amount of funding that the government makes available for a particular issue or service.  

In my career to date, I’ve worked through at least two major economic recessions, and have developed some insights in to how anyone involved in influencing government policy needs to tweak and adapt their approach.  

With the news this week from the Office for Budget Responsibility that the UK is now at the beginning to what is likely to be a prolonged recession, it’s timely to take a look at how this impacts on the style and tone of policy influencing work.  In this post, I’ll take a look at some of the ways that tough economic times will impact on your policy influencing work.

Tip #1:  Ignore the context at your peril!

Carrying on with business as usual during an economic crisis really isn’t an option.  Your normal policy influencing tactics and channels will need to be tweaked and adapted, and your messages aligned with the wider context.  

Tip #2:  Be careful with the numbers

With the economy under real and sustained pressure, simply continuing to ask for large sums of government funding is unlikely to be well received.  Lots of organisations try to make best campaigning use of the biggest numbers that they can muster (as I discussed in a previous post), but when almost every government department is having to find ‘efficiency savings’ (or, to the lay-person, cuts), continuing to push for big investment simply isn’t going to work in the same way.  That doesn’t mean that you can’t seek funding or investment (if that is part of your policy objectives), but you need to be smarter about how you do that. 

Tip #3:  Think about how your asks can help 

In normal times, it’s important to frame your asks in as positive a way as possible, demonstrating how the change that you want to see would actually help the government to deliver on its priorities.  This is even more critical during a recession.  Everything that the government is likely to think or do will be seen through the lens of the state of the economy.  Whether that’s thinking about how to reduce expenditure, or how to stimulate growth.  When you’re trying to influence policy during a recession, it’s really important that you think carefully about how your asks can actually support economic recovery.  It might take a bit of tangential thinking, but it will definitely pay dividends.

Tip #4:  Getting (and keeping) attention is much harder

With an economic squeeze hitting government, businesses and households, it’s not surprising that this is the most pressing issue facing the country.  A consequence of this is that it is much harder to get political or media attention for other issues, and much harder to keep that attention if you are fortunate enough to get it.  When you are looking for your political or media ‘hook’ for your issue, it’s worth thinking about how you can link it to the impact of the recession.  The media, in particular, will always be on the look out for new angles to covering the recession. 

Tip #5: Don’t forget how powerful people’s stories can be

MPs and other politicians listen carefully to their constituents and to the wider public mood.  Presenting people’s stories about the way in which the recession might be exacerbating existing challenges, or creating wholly new ones, can be a really powerful tool to try and shape the policy agenda during a recession.  

What other ways do you think a recession might impact policy influencing work?  Let me know your thoughts in the comments section below. 

If you or your organisation are looking to do more policy influencing work, and would like some help or advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk  

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Hello, Minister! Making contact with incoming politicians

Your initial contact with an incoming ministerial team will set the tone for your relationship for months or years to come.

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With the latest round of ministerial musical chairs in full swing, many people involved in policy and public affairs will be thinking about how to make initial contact with ministers as they take up their new portfolios.

First impressions count, and this is equally true when it comes to making contact with an incoming ministerial team.  Your initial contact is likely to set the tone for the relationship that you will build with them (and their officials) in the following weeks and months.  Get it right and you’ll have a powerful tool in your policy influencing armoury.  Get it wrong, and you could find yourself out in the cold. 

In this post, I provide some tips on how best to make that initial contact with newly appointed ministers. 

Tip #1:  You might not yet know who to write to, but start with the Secretary of State

When there is a big change of government, such as after an election or following the appointment of a new prime minister, it takes a bit of time for the ministerial dust to settle.  Cabinet positions are the first to be filled, meaning that you should have a pretty good idea pretty quickly of the Secretary of State that will be most closely aligned to your area of interest or your cause.  When it comes to more junior ministerial roles, it often takes a bit of time to fill those, and even when they are filled, it may take even longer for portfolios to be allocated within the new team.  It’s normally a good idea to write initially to the incoming Secretary of State, and to follow up with initial contact with more junior ministers as and when things become clearer. 

Tip #2:  Keep it positive

When a new minister is appointed, they can expect a deluge of introductory letters from a variety of stakeholders and interest groups.  Lots of those contacts will be quite forthright, highlighting a particular problem that the author wants the new minister to prioritise.  In my opinion, it’s really important to keep the tone of that first introductory letter positive.   While you will certainly want to highlight the importance of your issues or interests, you also want to leave them with the impression that you are helpful and constructive, and a credible stakeholder for them to engage with.  

Tip #3:  Make it relevant

In your introductory letter, it’s always a good idea to make sure that you frame the issue within the context of what it is that the government has said that it wants to achieve.  For example, if the government has published a strategy relevant to your issue or cause, talk about how you can help them to deliver on that, or how solving the issue that you are highlighting with them will help unblock progress against the strategy.  

Tip #4:  Less is more

While it is hugely tempting to provide lots of detail and background, an introductory letter should be relatively short and to the point.  I normally aim for no more than a side and a half of A4 as a general rule. 

Tip #5:  You are introducing yourself as well as the issue

An incoming minister is unlikely to know very much about either the issue that you are most interested in, or who you are as an organisation.  Don’t forget to give them some insight into who your organisation is, its role and its purpose.  And importantly why your organisation is an important stakeholder that the new minister can work with.  

Tip #6:  A letter or an email?

As a general rule of thumb, introductory contact with an incoming minister is better in the form of a letter.  The formality and respect that a letter brings will go a long way to setting the right tone.  For efficiency, you may choose, of course, to send the letter electronically rather than as a hard copy, if you have an email address to use. 

Tip #7:  Have a clear ask

Be clear in the letter what it is that you want the new minister to do.  For example, are you asking for a meeting?  Or asking them to consider a specific policy change?  As it is an introductory letter, it’s quite likely that it will be reasonably top-level rather than focused on a specific policy ask at this stage.  

Tip #8:  You might get a reply from someone else

While ministerial portfolios are allocated and agreed, your initial letter to an incoming Secretary of State is quite likely to be passed on to the relevant junior minister for a reply (once they are known).  So when you are putting your letter together, it’s worth bearing in mind that it might effectively double-up as your introductory letter to the relevant junior minister too. 

Tip #9:  Getting on the radar is key

If you’re fortunate enough to already have an existing positive relationship with the relevant officials, that is going to help you enormously.  It is the officials who help an incoming minister to prioritise who to reply to, and the tone of that reply.  Writing an introductory letter to an incoming minister is as much about getting on the radar with the relevant officials and it is about getting on the radar of the minister themselves.  

Tip #10:  Decide whether your letter is public or private

Some organisations will choose to make their introductory letter to an incoming minister public – publishing it or issuing it to the media.  There is a view that such ‘open’ letters can themselves be an effective influencing tool, by raising wider public (and political) awareness of the issue involved.  Personally, I’m not a fan of making such letters public (unless there is a specific campaign need).  Open letters have a place, but in my opinion using that tactic in an introductory approach is unlikely to be well received. 

What is your experience of reaching out to an incoming ministerial team?  Let me know your thoughts in the comments section below. 

If you or your organisation are looking to do more policy influencing work, and would like some pro bono advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk  

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Countdown to a General Election?

With a general election a growing possibility, in this post I take a look at some of the ways that those of us trying to influence the policy agenda can use an election to get our messages across

Photo by Red Dot on Unsplash

There seems to be a reasonable chance that the UK could well find itself heading in to another general election in the not too distant future.  

Anyone involved in influencing policy needs to make sure that they are prepared.  As well as being an important point in the lifecycle of a government, it is also be a test of the success and effectiveness of your relationship building, and an opportunity to try to get some of your issues and themes reflected in the policy agendas that the political parties will be developing. 

For those involved in influencing policy, it is important to be aware that there are two distinct phases to an election.  The first phase involves the development of the party manifestos, which presents an important opportunity to try to get your messages and priorities across.  The second phase is the election campaign itself which is an opportunity to raise awareness and build relationships with candidates (and therefore incoming MPs). 

With a general election seemingly an increasing possibility, in this post I offer some tips and tricks for both of these election phases.  With some good planning, strong relationships and a bit of luck, you can find your issue on the agenda for one or more of the parties hoping to win the election.  

Tip #1:  Manifestos aren’t written in a day

There is a widespread misconception that party manifestos are written weeks or even months in advance of a general election.  This isn’t true.  In most cases, manifestos are put together in the first couple of weeks after the election starting gun has been fired.  The political parties will look back at previous policy commitments that might have been made in the preceding months, and will look to combine them with some new headline-grabbing policy promises.  If you have been fortunate enough to get your messages and priorities in front of politicians in the weeks and months prior to an election being called, you’ll be at a huge advantage.  Even if you haven’t, there is still value in trying to get your points across.  The first challenge will be to identify who the individuals are that have been tasked with drafting the party manifestos. 

Tip #2:  Offer simple solutions

Once you have identified who the people are that are drafting the manifestos (and found out how to get to them), you will need to come up with simple and solution focused recommendations.  Now is not the moment for long, complex policy briefings – short, punchy and evidence-based recommendations are much more likely to get their attention.  I recall one election campaign in which I got in touch speculatively with a politician tasked with drafting the party manifesto to offer up a simple policy suggestion.  It was a two-line suggestion, which, to my surprise, found its way in to the final manifesto.  

Tip #3:  Set out your own priorities

One thing that a lot of organisations do is publish their own priorities for the next government.  Some organisations refer to these documents as their own ‘manifesto’, but this isn’t something that sits well with me, as these are not proposals being put to the electorate to vote on.  However, a document which sets out what you see as the key challenges or opportunities for the next government can be a useful tool as you try to influence the manifesto development process.  

Tip #4:  Politics matters a lot

In a previous post, I pointed out how important it is to be sensitive to different party ideologies and values when trying to influence policy.  This is particularly true when you are trying to pitch ideas for potential inclusion in the manifesto.  If you try to pitch the same solution in the same way to different parties, you’re also certainly doomed to fail.  Think carefully about how your suggestions align with party priorities and ideology.  And if you’re a charity, don’t forget that there are special rules for charities during an election campaign which must be followed – these are in addition to normal guidance on the need to remain politically neutral. 

Tip #5: Officials can’t help

As someone working to influence and shape the policy agenda, you’re very likely to have some of your strongest relationships with civil servants working in relevant parts of government.  However, once an election has been called, those officials can’t help you.  So, if you’re trying to persuade the incumbent party to adopt your ideas as part of its manifesto offering, you’re going to need to work within the party machinery, and not the civil service.  This is one of the many reasons why building relationships with politicians is so important. 

Tip #6:  Don’t forget devolution

Devolution complicates campaigning during an election campaign.  If the issue that you are particularly interested in is something that is the responsibility of the devolved administrations, campaigning for Westminster political parties or candidates to take action is going to be more complicated.  You’ll need to think carefully about who you need to reach, and what the UK government, or a UK Member of Parliament, could actually do.  

Tip #7:  650 elections on the same day

Our parliamentary system means that a general election is simply all 650 constituencies electing an MP on the same day.  This is important to bear in mind, as it reminds us all of the importance of thinking (and acting) locally during the election campaign.  It’s a great opportunity to mobilise supporters to reach out to candidates standing in their local constituencies (much harder for candidates to ignore contact from would-be constituents than it is for them to ignore messages from a national organisation).  Template letters can be a really great way of making it easy for supporters and activists to help amplify your messages and priorities.  

Tip #8:  Hustings can be really effective

Organising hustings can be a really effective way of getting your issues discussed and debated.  You might think about organising a national hustings with party spokespeople with responsibility for the policy area that you are engaged with.  You might also want to encourage your local supporters and activists to organise local hustings with local candidates.  It’s important to remember that if you are organising hustings, you should take steps to make sure that all parties and candidates have an opportunity to take part.  Even if you are not organising or hosting hustings yourself, going along to events organised by others and raising a well-placed question can be a surprisingly effective way of getting candidates talking about the issues that matter to you. 

Tip #9:  Play the long game

An election is obviously a vitally important political event, but it’s also important to play the long game.  An election campaign will not only elect a new government to deliver on its manifesto commitments, but also will elect the MPs that you will be working with for up to the next five years.  

Tip #10:  Stay on the right side of the rules

If you are planning campaigning activities during the election, make sure that you check whether or not you might need to register as a ‘non-party campaigner’.  A non-party campaigner is an organisation that campaigns during an election but does not stand candidates.  If your campaign plans intend to encourage (or discourage) voters from supporting a particular party or candidate, you may fall within the definition of a non-party campaigner, and be required to register with the Electoral Commission.  The Electoral Commission, which overseas elections, carefully monitors what political parties and other organisations spend on election campaigns to make sure that elections remain free and fair.

Election campaigns are really important events for anyone seeking to influence the policy agenda.  In the initial phase of the election, they provide one final opportunity to try to get your issues and priorities into the manifestos of parties seeking to get the keys to Number 10.  As the campaign shifts to a local level, they are also an important way to raise the profile of the issues that matter to you with local candidates.  

What is your experience of trying to influence policy during an election campaign?  Share your thoughts in the comments below.

If you or your organisation are looking to do more policy influencing work, and would like some pro bono advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk  

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Picking your tactics: Balancing being visible with being effective

Influencing policy is often about balancing a tension between being visible and being effective. In this post, I take a look at some of the things to think about when you’re choosing your tactics

Photo by Chris Slupski on Unsplash

For a lot of organisations, there is a perpetual tension in their policy influencing work between the desire to be visible and the need to be effective. This is particularly true for charities, who have to be able to show easily and clearly how they are using their fundraised income to improve the lives of their beneficiaries through their policy influencing work. It is also true for membership bodies (such as trade bodies and unions) who need to show their members that they are on their side, and out there championing their interests. What better way to demonstrate that than to have a few good photos of activists holding up placards on Parliament Square?

What this often comes down to is the balance between being visible and effective.  And this is a constant challenge for those involved in policy influencing work.

Of course, it’s not as simple as saying that tactics which are ‘loud and noisy’ are inherently less effective than those that are not.  There is a time and a place for different tactics for different purposes.  

I’ve lost track of how many times during my career I’ve had to explain to people that organising a mass rally or protest march probably isn’t going to be the most effective way to influence a complex policy issue.  But I’ve also lost track of how many times I’ve had to persuade people to take bolder steps than they might otherwise have chosen.  

In a week when direct action campaigns have been in the headlines, in this post, I take a look at the balance between visibility and effectiveness in policy influencing, and offer  some tips and tricks to help you pick the best tactics for what you are trying to achieve. 

#1:  What are you trying to achieve?

The first and most important question that you have to ask yourself is ‘what are you trying to achieve’?  For example, are you trying to raise awareness of a particular issue, or influence a somewhat technical piece of policy or legislation?  

Generally speaking, the louder and noisier your tactics are, the closer to the awareness raising end of the spectrum you are likely to be.  That is not to suggest that is somehow less important – awareness raising is certainly a part of the policy influencing cycle (after all you first have to make sure that people know that there is a problem that needs to be solved).

Organising a protest in Parliament Square might get you some helpful media headlines, but is unlikely, on its own, to be a particularly efficient route to policy influence in the short to medium term.  Parliamentary tactics, such as organising a mass lobby of parliament (where supporters and activists contact their MPs as constituents and organise to meet them in Parliament all on the same day) can be effective in both raising awareness and useful as a policy influencing tool in its own right.  

#2:  The relationship between policy influencing and campaigning

In my opinion, the relationship between policy influencing and campaigning can best be characterised as a Venn diagram.  There are elements of both which are distinct and unique, but there is also an element of overlap between the two.  For example, getting supporters or stakeholders to write to their MP about a bill before parliament is both a policy influencing activity (i.e. trying to change something about the bill), and also a campaigning activity (i.e. mobilising a supporter or activist base).  The two are not mutually exclusive, but are also not the same thing. 

This is one of the reasons that in some organisations, policy influencing and campaigning functions might be combined in the same team.  

#3:  Don’t underestimate the power of behind-the-scenes work

As I mentioned in a previous post, influencing policy is largely about building and nurturing relationships, and using powers of persuasion to build support for your case.  It’s a world where logic, evidence and well-structed arguments normally win the day.  The most powerful tool that I have ever had in my influencing toolbox is actually the relationship that I have with the officials and civil servants who do the real work on policy development and implementation.  Those relationships are critical to getting things done – and often involve the informal phone calls, helpful emails and quiet conversations. 

#4:  Influencing policy is a bit like international diplomacy

Influencing policy can be a little bit like international diplomacy.  What you say in private and behind closed doors is often quite different to what you might say (or how you might frame it) in public.  Politicians and officials also understand this.  In many ways, this means that it can be possible to balance public and private messaging quite effectively. 

This becomes particularly important if you plan to use the media as a policy influencing tool where distilling potentially complex messages down to something really simple to understand and to communicate is vital. 

#5:  ‘Loud and noisy’ has its place

The ‘loud and noisy’ influencing and campaign tactics definitely have their place.  In my opinion, they can be particularly effective if your primary objective is to raise awareness of a particular problem, and also if every usual channel for policy influence has been tried and exhausted.  I’ve been on more than my fair share of marches and protests over the years (with varying degrees of success).  These tactics are rarely my ‘go to’ options when thinking about how to influence the policy agenda.  But there are many examples in British political history of how effective ‘loud and noisy’ tactics can sometimes be.   

What is your experience of balancing visibility and effectiveness in influencing policy?  Let me know your thoughts in the comments section below. 

If you or your organisation are looking to do more policy influencing work, and would like some pro bono advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk  

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What skills and abilities does a good policy officer need?

A policy officer requires a range of skills and abilities. Whether you’re starting out on a career in policy, or looking to recruit your first policy officer, this post will give you some helpful pointers.

Photo by Christina @ wocintechchat.com on Unsplash

In this post, I’m going to explore what I see as some of the critical skills and abilities that a good policy officer needs.  

There are, of course, a variety of positions that might have a role in influencing policy.  For the purposes of this post, I have decided to focus in on the policy officer role, which is often the entry point for people starting out on a career in influencing policy, and also where most organisations looking to grow their capacity to influence policy will start. 

Many of the skills needed for a good policy officer can also be acquired and developed in post.  Throughout my career, it has been extremely satisfying to see people grow in to such roles and develop their careers.  It’s always sad to say goodbye to them when it’s time for them to move on to bigger and better things. 

When you’re recruiting a policy officer, it’s also important to remember that you don’t necessarily need to recruit someone with subject matter expertise.  The essence of what makes a good policy officer (or the foundation for someone with the potential to become a good policy officer) are their policy skills, rather than their subject matter knowledge.  For someone with the right skills or potential, getting to grips with a new policy area is, in many ways, the easy bit.  Just like the way that civil servants move from department to department, the same is true for someone entering a new field or sector.  

Job descriptions often include slightly cryptic references to skills and competencies that are needed for policy roles.  In this post, I’ll try to illustrate what some of those are actually about.  So whether you’re looking to recruit your first policy officer, or you’re someone thinking about a career in policy, here are my top ten skills and abilities that a good policy officer needs.  

#1:  Analytical skills

Policy work is, by its very definition, based on analysis.  A good policy officer needs to have the ability to absorb and interpret complex information from a wide variety of sources, and be able to identify both potential problems and solutions.  Whether that is analysing evidence and data, legislation, or stakeholder feedback, analytical skills are the most important skill requirement for every role that plays a part in influencing policy.  

#2:  Communication skills

‘Good communication skills’ is one of the most widely used (and ill-defined) phrases in most job descriptions.  A good policy officer will need to have top-rate writing skills. They will be writing consultation responses, parliamentary briefings and think pieces, and will need to be able to communicate complex messages not just clearly and succinctly, but persuasively too.  They will also need to be able to produce analysis that is easy to understand and accessible for non-technical audiences.  But it’s not just about written communication.  They’ll need to be able to explain complex issues verbally too – whether that’s briefing a parliamentarian, or helping stakeholders understand policy change.  And social media is becoming more and more important as a communication channel for policy influencing too. 

#3:  Interpersonal skills

A good policy officer needs to be comfortable interacting with a variety of people.  Whether that’s the ability to brief officials and politicians, to network and build alliances with other stakeholders, or the confidence to ‘pester’ people or to speak out in meetings.  It can be quite daunting to be sitting in a policy working group (frequently with people who are far more expert on the matter at hand) and feel able to raise an issue or challenge something.  Confidence, of course, in part comes with experience, but the foundation of great interpersonal skills is an essential building block for a good policy officer.   

#4:  Research skills

Although closely related to having good analytical skills, a good policy officer also needs a good foundation in research skills.  Both in the interpretation and use of research, but also in undertaking research to support their policy development work.  For example, that might involve capturing people’s stories and experiences to evidence their arguments, or undertaking (or commissioning) a piece of research to fill a gap in knowledge.  

#5:  Public affairs skills

There are broadly two schools of thought when it comes to the policy and public affairs interface.  There are those organisations that choose to separate them out with separate policy and public affairs roles.  And then there are those that combine them in a more integrated way.  My personal view is that the integrated approach is the way to go.  It makes sense to me that someone analysing policy and generating ideas for change should also understand some of the ways in which that change can be achieved using parliamentary and public affairs routes, such as parliamentary debates, or All-Party Parliamentary Groups, for example.  

#6:  Political astuteness

A good policy officer not only needs to be able to analyse and interpret policy, they also need to have a degree of political astuteness to know which policy influencing objectives and aims are politically achievable.   They’ll need to understand party political differences, and the impact that events and context can have on politics and policy making.  They’ll also need to be able to take a long view, horizon scanning, spotting issues and opportunities proactively.  

#7:  A tactical approach

It’s very easy to make a lot of noise about an issue, but noise doesn’t necessarily equate to influence.  A good policy officer should be able to advise on the best tactics to deploy for the maximum impact.  Whether that is public campaigning engaging stakeholders and supporters, or behind-the-scenes influencing, being able to pick the right tactics on a case-by-case basis is an essential skill.  I’ll return to the question of visibility versus effectiveness in a future post.  

#8:  Problem solving

Influencing policy is all about solving problems, so good problem-solving skills are an essential attribute of a good policy officer.  This means being able to look at problems from different angles, thinking creatively about potential solutions and testing those to come up with the best possible solution. 

#9:  Project management

A policy officer is likely to be juggling a number of different policy influencing projects.  They might be getting stakeholder input on one topic, while simultaneously responding to a consultation on another, and briefing parliamentarians on a bill.  Good time management, and good project management skills, are going to be really important.

#10:  A focus on outcomes

One of the competencies that I think is really important for a good policy officer is being able to remain focused on outcomes.  What I mean by that is being able to take the longer term view and consider the impact that a particular policy change path could deliver.  Influencing the content of a piece of government guidance, or even the content of a parliamentary bill is one thing, but how will we know that such changes will deliver the outcomes that you’re seeking? In other words, achieving policy change itself is not the end of the process, and a good policy officer will understand the cycle of policy development and implementation.  

What do you think are the essential skills and abilities that a policy officer needs? Let me know your thoughts in the comments section below. 

If you or your organisation are looking to do more policy influencing work, and would like some pro bono advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk

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Is it any good? Tips for how to analyse policy proposals

Being able to analyse policy proposals is an essential skill for anyone seeking to influence policy.

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One of the most important skills that anyone involved in influencing policy needs to have is the ability to analyse and interpret changes in national policy.  Whether it is examining bills and legislation, white papers, national guidance or consultation documents, being able to spot potential issues and, importantly, solutions, is an essential competence for anyone seeking to influence the policy agenda. 

I was prompted to write this post having spent a few days recently trying to understand the implications of the Government’s energy price scheme.

Being able to understand what policy or decision makers want to achieve, and what they are thinking about, is a really important skill.  

There are lots of academic papers and public policy theories that try to describe the policy analysis process – you simply need to run a quick Google search to find lots of those.  While those are useful and helpful, in this post, I thought it would be helpful to think about it a little more practically.  So here are my top five tips for policy analysis. 

Tip 1:  Think about the context

As a starting point, it’s important to consider the context, and what is being presented, as this will affect the approach that you might need to take.  Are you being asked a question, or given an answer?  For instance, is it a consultation where your views are being sought, or a policy statement or decision that has already been taken?  

Tip 2:  What is the policy trying to achieve, and will it work?

The next step is to work out what it is that the policy is intended to achieve.  What problem are policy makers trying to fix? And will it deliver what it is that the policy maker intends?  Are there any unforeseen consequences that might not have been properly considered?  Your expert knowledge here is going to be particularly helpful, as you will probably know more about your stakeholders and their needs than the policy makers do.  

Most ‘bad policy’ decisions are the result of not properly considering the unintended consequences – the Dangerous Dogs Act 1991 is probably the best example of that in practice.  By adopting an approach based on breed and looks, rather than behaviour, it is widely criticised for failing to address the problem it was designed to fix which was to reduce the incidence of dog attacks. 

Tip 3:  Will it have a positive, negative or neutral impact?  And will those impacts be fair?

You also need to consider whether the policy is likely to have a positive, negative or neutral impact.  In other words, from your perspective, is this a good, bad or indifferent policy?  And don’t forget that you’ll need to evidence your assessment, so also think about the mix of evidence that you will need to draw on to back up your judgment. 

It’s also really important to think about equality as part of your analysis.  In most cases, policy change goes through a process of ‘equality impact assessment’ to determine whether it might have a disproportionate unintended effect on equality, and to ensure compliance with the public sector equality duty.  In reality, those assessments are not often particularly robust.  It’s often an important gap to fill.    

Tip 4:  The financial impact

As big part of your analysis will probably centre on the cost effectiveness or financial implications of the policy change being proposed.  Is it an efficient way of achieving the policy intentions?  Are there alternative solutions available that might be more cost effective?  And, of course, are there financial implications for the stakeholders that you are speaking for?  A cost-benefit analysis is a very useful tool. 

Tip 5:  Can you change it?

How the policy, or policy proposal, is being presented will determine the answer to the question of whether it’s possible to change it if needed.  A clause in a parliamentary bill (which will be subject to debate, amendment and parliamentary process) will be much easier to influence and change than, for example, a piece of statutory guidance from an arms-length body.  This will also help determine the tactics that you might need to deploy to get any change that might be needed.

Alongside your analysis, it’s also worth thinking about what your stakeholders, beneficiaries, or local community might need to know about the change.  This is important for two reasons.  First and foremost, because people will need to know what the change is and how it will affect them.  And secondly, because if change is needed, you can also think about how to mobilise your networks to push for that change.  For example, mobilising people to write to their MP about a bill before Parliament.  In this sense, policy analysis is, itself, a core component of the policy influencing process.   

Policy analysis is an essential tool for anyone wanting to influencing government policy.  It’s vital to be able to critically appraise policy proposals, to identify any unintended consequences, and ultimately to help ensure that the policy has a positive, rather than negative or disruptive, effect. 

What is your experience of policy analysis? What would you add to these tips?  Let me know your thoughts in the comments section below. 

If you or your organisation are looking to do more policy influencing work, and would like some pro bono advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk

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Using the media as a policy influencing tool

We’ve all seen how the policy agenda can be forced to follow the media agenda. The media can be a powerful policy influencing tool

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The media can be a powerful policy influencing tool.  We’ve all seen the extent to which the political and policy narrative can be forced to follow an agenda set by the media (and vice versa, of course).  

Anyone who has studied, or who is currently studying, public policy will be very aware of the power and role of the media as a policy actor in its own right.  But that theory often has little to say on some of the practical ways in which you can use the media as a policy influencing tool. 

Using the media in this way is not always going to be the best strategy.  There are definitely times when the more quiet, behind-the-scenes tactics will be more fruitful.  But on occasion, using the media can, for example, help to unblock particularly difficult issues, force the hand of policy makers, or change the narrative entirely.

In this post, I take a look at how valuable the media can be as a policy influencing tool, and offer some tips and tricks based on my experience.  When writing this post, I have in mind what you can describe as the ‘traditional’ media.  I’ll return to the power of social media as a policy influencing tool in a future post. 

Tip 1:  Work with the experts 

If you are fortunate enough to work in an organisation that has media or communications capacity, get their advice and support in using the media to support your policy influencing work.  Media relations and communications more widely is a highly specialist skill, and they will have a huge amount to offer to make sure that you are successful as possible.

Tip 2:  Boil complex issues down to their very essence

As policy and public affairs professionals, we have an innate tendency to want to explore complex issues from all angles.  This can sometimes mean that we find it difficult to distil such complexity down.  However complicated the issue might be, you’re going to need to be able to describe it in just a few well-chosen words. Think of it in terms of summarising a 20 page piece of policy analysis down to a single sentence, and you will get the idea.  Your media or communications colleagues will help (and challenge you!) with this.  It can be a bit of an uncomfortable process on occasion.   Which leads on to tip three.

Tip 3:  Be clear on what needs to change

In all policy influencing work, it’s vital to be clear about what it is that needs to change.  For example, what it is that you need government to do (or not to do), or who it is in the system that needs to do something differently (as discussed in a previous post).  This is also true when deploying the media as an influencing tool. 

Tip 4:  Have something new to say and some new evidence

If you’re trying to get your issue in to the news agenda, then you’re going to need to have something new to say.  That might be a new report, some new statistics, or a unique angle.  Being clear about the policy outcomes that you are hoping to achieve will help you structure something that is fresh and unique which is much more likely to be picked up.  You can also use some of your other policy influencing activities as a hook for media work – such as a forthcoming debate in Parliament, or on the back of the publication of a report by an All-Party Parliamentary Group, for instance.  

Tip 5:  Use case studies

As I have discussed previously, you should never underestimate the power of a good case study.  This is also the case when using the media as a policy influencing tool.   Case studies, particularly those that bring a human dimension to an issue, are critical for the media.  

Tip 6:  Integrate it with other influencing tactics

It’s a really good idea to link any media work on a policy issue with other policy influencing tactics.  For example, you might want to follow up with a letter to a Minister, or think about how to connect and engage with parliamentarians.  I was once trying to persuade policy decision makers to support a particular piece of work that we wanted to do, but were coming up against something of a brick wall.  A well-placed piece on the front page of one of the most influential broadsheets (as much by luck as design) unsurprisingly resulted in a face to face meeting with the key decision maker which got us where we needed to be. 

Tip 7:  Recognise the risk

There is, of course, no way of knowing how the issue that you are raising might ultimately be framed or how any quote might be used.  You will rely on the skill and expertise of your media and communications colleagues on this, but ultimately it’s beyond anyone’s direct control.  This is important to recognise.  I recall one example of this when we were engaged in particularly sensitive negotiations with the government which had reached a critical point.  It was that moment that a newspaper that we had been talking to informally about the issue decided to run a story using an old quote from me which had the potential to cut right across those negotiations.  It required some late-night contact with the Minister’s private office to calm potentially troubled waters.  I can assure you that was quite a restless night!

Tip 8:  Think about the outlet you’re talking to

How your issue might be framed in a piece will vary according to the world view of the outlet that you are talking to.  The Spectator or The Telegraph will frame things quite differently to The Guardian or The Independent.  It much the same way that framing your policy influencing agenda needs to take in to account the different perspectives of political parties, the same is true when using the media as an influencing tool.  Think carefully about how to frame your message. 

I would add at this point that you should also not disregard tabloids.  Journalists working on tabloids are among the sharpest in the business – it takes enormous skill to be able to take difficult and complex issues and present them in a very accessible way for their readership.  

Tip 9:  Don’t underestimate the power of the informal chat

Informal conversations with journalists are incredibly important.  Not only does it allow you to get a feel for their appetite and interest in an issue, it also gives you an insight in to the angle that they are likely to take.  Importantly, it also allows you to describe some of the background and inevitable complexity to an issue.  

Tip 10:  Listen to the experts

For the final tip, I return to where I started this list – largely to emphasise just how important it is.  Listen to your media and communications colleagues – they are the experts in how best to work with the media, and will be best placed to help guide you.  

What is your experience of using the media as a policy influencing tool?  If you work in media or communications, what would your advice be to those seeking to influence policy?  

If you or your organisation are looking to do more policy influencing work, and would like some pro bono advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk

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How to write a great parliamentary briefing

Writing persuasive briefings for MPs and Peers is a really effective way of getting your message across. How do you write a briefing that’s going to get noticed?

Photo by Kaitlyn Baker on Unsplash

In my previous post, I discussed the value of Westminster Hall debates as a place where more considered and thoughtful debate can take place compared to the floor of the House of Commons.  But whether it’s a debate in Westminster Hall, in the main Commons chamber or in the House of Lords, you’re going to need to be able to brief parliamentarians effectively.

A good written briefing is vital if you want your voice and your messages to come across in any debate.  In this post, I offer some top tips on how to prepare a parliamentary briefing.

There are two main reasons why you might choose to brief parliamentarians ahead of a debate.  Firstly, you may want them to understand a particularly complex issue which they may not have come across before. Secondly, you may want to try to encourage them to take your messages in to the debate.  In reality, these are, of course, not mutually exclusive, and in most instances, there will be an element of both education and promotion to any briefing that you produce.  

While this post is written with a Westminster audience in mind, the same principles apply to briefing MS’s in Wales, MSP’s in Scotland or MLA’s in Northern Ireland. 

Tip 1:  Decide who you want to brief

One of the first decisions that you will need to make is who you want to brief.  Are you planning to brief all MPs (or Peers for a debate in the House of Lords), or just a sub-set?   You might, for example, only want to brief those MPs or Peers who are particularly close to your cause, such as through their engagement with an All-Party Parliamentary Group.  The advantage of this approach is that they are likely to need less education than a wider group of parliamentarians, as they are likely to be closer to the issues than most.  If you choose to brief a wider pool of parliamentarians, you’re likely to need to include a bit more by way of background and detail.  Deciding who you want to brief will therefore shape the document that you put together. 

Tip 2:   Use good evidence

As described in a previous post, evidence is king.  Whether that is hard data or people’s stories, adding good evidence to your briefing will go a long way. It will help to make your briefing useful to parliamentarians – giving them insight, evidence, and data that they might otherwise struggle to find.   

Tip 3:  Make it useful

The purpose of putting a briefing together for a debate is to be helpful to parliamentarians.  You want them to find the content of your briefing useful.  All of us are more likely to feel more positive towards something that is helpful than to something that is lecturing in tone, for example.  

Tip 4: Less is more

While there might be a huge temptation to provide a lot of unnecessary detail, it’s really important to keep your briefing as concise as possible.  It’s not an easy balance to strike, but a briefing that is too long simply won’t get read or absorbed.  As a general rule of thumb, I normally aim for no more than 4 sides of A4, and ideally less if you possibly can. 

Tip 5:  Think about speaking points

It’s important to remember that a parliamentarian is going to use the information that you share to inform what they will say on the floor of the House.  As you put your briefing together, think about the specific speaking points that an MP or Peer might be looking for, and present the information in such a way that it makes it easy for them to extract that.  I have always found that putting a clear statement down on paper followed by a two or three sentence explanation works quite well.  You might even want to put the statements in bold to make it clear that these are your critical points. 

Tip 6:  Be specific

It’s important to be as specific and precise as possible, especially if your briefing is to inform debate on legislation (which won’t always be the case).  Where possible, refer to specific clauses of the Bill being debated.  This is particularly important when a Bill enters its committee stage (even more so if it is being handled by a committee of the whole house), as debate is often scheduled around specific clauses. 

Tip 7:  Make it personal and local

If you have the resource and capacity, it’s even better if you can personalise briefings for specific MPs.  Do you have constituency data or evidence?  If so, use it!  It’ll make it much more likely that they will use your briefing as it will help them to raise a constituency perspective.  

Tip 8: Don’t forget the politics

As I mentioned in a previous post, it’s important to remember that politics is inherently a partisan business.  While most organisations will want to maintain a neutral position, that doesn’t mean that you shouldn’t be sensitive to different political viewpoints.  If your resource and capacity allows, it can be really effective to think about tailoring your briefings for MPs from different political parties.  That doesn’t mean that you should change the essence of what you might want to say, but it does mean that you might want to think about contextualising your messages in a slightly different way.  In reality, you won’t always have the luxury of time or resource to be able to do this.  If that’s the case, try to avoid falling into the trap of presenting your arguments in such a way that might completely turn off MPs from one or more party.  

Tip 9:  Present solutions

As I have mentioned in previous posts, it’s really important that your briefing is positive and solution focused.  While you need to set out your case for change, you also need to offer up some solutions and recommendations.  Any MP or Peer speaking in a debate is going to want to make positive suggestions for change.  Your briefing can be a vehicle for making those suggestions.  

Tip 10:  Don’t forget a point of contact

It seems such an obvious thing to say, but don’t forget to include a point of contact in your briefing.  One of the long-term benefits of producing briefings for MPs and Peers is building relationships with them and their parliamentary staff.  As you build that relationship, they will be more likely to come to you proactively for advice and guidance on key issues.  Without a named contact, building that relationship is so much harder. 

What would you add to this list of tips?  Share your thoughts in the comments below.

If you or your organisation are looking to do more policy influencing work, and would like some pro bono advice, I’d be happy to have a chat. Just drop me a line via the ‘Contact’ link above, or email me at hello@thepolicycoach.co.uk

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Westminster Hall – the unsung hero of parliamentary debates

Westminster Hall is one of the most historic parts of the Parliamentary Estate – and in policy influencing terms, it’s home to some of the most valuable debates too.

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When most people think about debates in Parliament, they often think of the cut and thrust of debate in the House of Commons chamber.  But there is another type of debate that happens on days when Parliament is sitting.  And those debates can be a really effective way to raise an issue and get a response from a government minister. 

What are Westminster Hall debates?

Westminster Hall is one of my favourite parts of the Parliamentary estate – steeped in so much history and national significance.  At the time of writing this post, it is currently also the location in which Her Late Majesty Queen Elizabeth II is lying-in-state. 

However, despite their name, Westminster Hall debates don’t actually take place in the historic Westminster Hall, but in the Grand Committee Room just off Westminster Hall.  

Compared to debates in the main chamber, Westminster Hall debates have the huge advantage that they have more time available to delve into an issue in more detail than is normally possible elsewhere.  They are also less combative in tone compared to debates in the main chamber, allowing a more nuanced debate to take place.  This makes them a really effective vehicle for organisations seeking to influence the policy agenda to give their issue some meaningful airtime. 

The format of a Westminster Hall debate

In a similar way to Early Day Motions, the motion for debate in a Westminster Hall debate is presented as a neutral statement – beginning ‘That this House has considered…’.  Debate topics can either be local or national issues.  

How topics are selected

Debates in Westminster Hall can be on a variety of topics.  Any MP can request a debate in Westminster Hall, and debates are selected in a variety of ways, according to the Parliament’s Standing Orders.  Some debate topics are drawn from the petitions that the public can choose to support (for debates on Mondays).  Other debate topics may be selected by a ballot arranged by the Speaker’s office (for debates on Tuesdays and Wednesdays), while the Backbench Business Committee will select debates on Thursdays. 

Work with a supportive MP

Westminster Hall debates are a really good way for individual MPs to raise issues that they are particularly passionate about.  

If your organisation wants to see a debate in Westminster Hall on a particular issue, you’ll first need to approach a supportive MP that you have a good relationship with.  You may have developed that relationship through an All-Party Parliamentary Group, via their support for an Early Day Motion, as part of your public affairs strategy to identify parliamentarians who are sympathetic to your cause, or, of course, at a constituency level.  

They will probably ask you to help their parliamentary staff to draft the motion for debate.  Once that is done, they will submit it through the appropriate channel.  It’s then a case of waiting to see if their motion is selected for debate.

Prepare good briefings

If and when the motion is selected for debate, you’ll need to produce some good briefing materials for the sponsor of the debate, and for other MPs who might take part.  

At this point, some people make the mistake of using the same briefing document for the debate sponsor and for other MPs.  In my opinion, it is good practice to offer the sponsor a more detailed background briefing with some unique points for them to raise.  

The briefing should summarise the key issues, outline what you think should change, and offer up some key speaking points.  (I’ll return to the question of what makes a good parliamentary briefing in a future post.) 

Encourage MPs to take part

You will also want to encourage other MPs to take part in the debate – after all, it won’t be much of a debate if only a few people turn up!  It’s a really simple and effective call to action to ask MPs to take part in Westminster Hall debates.  If you’ve got supporters and campaigners at constituency level, they can also ask their local MP to take part too, which will also help give them some relevant constituency perspective too. 

The debate itself

The length of a Westminster Hall debate will depend on the topic for debate.  Typically, for a debate on a national issue where there may be a lot of MPs keen to speak, the debate can last for an hour and a half.  For debates on local issues, the debates normally last for 30 minutes. 

MPs speaking in Westminster Hall debates are normally eager to bring local perspectives – reflecting what they are seeing or hearing in their constituency.  

In my opinion, debates in Westminster Hall tend to be more thoughtful and reflective than debates in the main chamber, making them ideally suited for more complex issues and topics. 

The government’s response

All debates in Westminster Hall end with a reasonably detailed response from the relevant government minister.  This is one of the things that makes Westminster Hall debates such a useful influencing tool.  The Minister will have had to have been briefed on the topic, which means that their officials will have had to do their research.  If you’re fortunate to have a good relationship with the officials, this can add significant value.  

Having a formal government response on record is incredibly valuable.  It gives you a solid foundation on which to follow up with relevant officials, especially where the government may have committed to take specific steps. 

A valuable influencing tool

Westminster Hall debates are, in my opinion, an unsung hero of Parliamentary process in the policy influencing world.  They provide space both for meaningful discussion of complex topics and local constituency issues which would be hard to find elsewhere.  They are a fantastic way to build relationships with MPs – either as potential sponsors or debate participants.  And with a formal government response on record, they provide a really valuable platform for any organisation trying to shape the policy agenda. 

What is your experience of Westminster Hall debates?  Share your comments below.  

If your organisation is looking to do more policy influencing work, and would like some pro bono advice, I’d be happy to have a chat. Just drop me a line.

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Early Day Motions – parliamentary graffiti, or a useful influencing tool?

Early Day Motions are a way for backbench MPs to raise an issue. Are they an effective tool for influence, or just background noise?

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Among the mechanisms available for backbench MPs to make their voices heard are Early Day Motions.  In this post, I’ll take a look at what they are, and how they are sometimes used (and misused) as a policy influencing tool. 

What are Early Day Motions?

Early Day Motions (or EDMs) are a way for backbench MPs to propose an issue for debate in the House of Commons.  Their ‘Early Day’ title means that there is no day yet set aside for debate, and the request is that the motion gets debated on an ‘early day’.  In reality, very few EDMs actually ever get debated in the Commons chamber.  

They have a strange format

Early Day Motions have a very peculiar format.  They need a short descriptive title, followed by a single sentence of no more than 250 words, which must begin with the phrase ‘That this House…”.  The sentence will then normally continue with a statement of support, regret, disappointment, welcome etc. What this means in reality is that those tasked with crafting text for an EDM will end up making prolific use of semi-colons as a way of packing in as much content as possible!  Having drafted several proposed EDMs over the years, I know that putting them together is a real art!  

EDMs as party political or cross-party tools

Some EDMs are used to make party political points – either in support of government policy or position, or opposed to it.  These motions will be drafted in such a way that only MPs from a particular party or persuasion are likely to support it.  They may start with a statement of either support or regret for action that the government has or has not taken, for example. These EDMs are, in my view, the very least useful to engage with as a tool for influence as their primary purpose is political point-scoring. 

Other EDMs will often be so niche or local that they will only ever get the support of one or two MPs.  They may be celebrating a local development, for example.  This is one of the reasons that the EDM system is often criticised.

In contrast, some EDMs will be written in such a way to maximise the likelihood of cross-party support.  From an influencing perspective, these are the most useful, as they can demonstrate a sense of cross-party consensus on a particular topic which is harder to dismiss than a motion which is overtly political in nature.  These are also the EDMs that are most likely to get the highest number of signatories.

It’s worth noting that ministers, whips, and parliamentary private secretaries do not normally sign EDMs, and the Speaker and Deputy Speakers will never sign EDMs as they need to maintain their impartiality. 

How much do they cost? 

While there is no direct charge for EDMs, there is a cost to the taxpayer, and the system costs Parliament a substantial sum of money.  This is another reason that the EDM system is frequently criticised. In answer to a Freedom of Information request in September 2016, the Parliamentary authorities clarified that a total of £400,000 had been spent on the system in the 16 months since the May 2015 election.  When you stop to think that there are, in an average year, over 1,200 EDMs that are tabled, it’s easy to see how those costs quickly mount up.  On my very back of an envelope calculation, it puts the average cost of each EDM at around £250. 

Are they effective?

The answer to this question depends largely on what you want to achieve.  If your goal is to raise awareness of an issue, or to be able to demonstrate (particularly cross-party) support, then they can be a useful tool.  I suspect that this is why they are commonly used to mark awareness weeks and other similar events.  And as a building block for an emerging public affairs strategy, they can be a useful way of working out which backbench MPs might be open to a further conversation about the issue that is important to you. 

If, however, your goal is policy influence and change, then I don’t think that Early Day Motions are particularly useful. Very few get debated, and most get disregarded.  There are other more effective tactics that you can deploy.  

On balance, I am deeply sceptical about the value of Early Day Motions as a route to policy influence.  While I can understand their appeal, as a tool that it is relatively easy to use and to be able to ‘demonstrate’ MP support for an issue, their overall impact is marginal at best.  

They have received quite a lot of criticism over the years, not just on the basis of their cost to the taxpayer.  They have famously been described as ‘parliamentary graffiti’. 

They can often be seen as a vehicle for external organisations and interest groups to be seen to be ‘doing something’.  For campaign groups, it’s tempting low-hanging fruit to go for an easy way to ‘quantify’ the support of parliamentarians to your cause.  

Using an EDM as an influencing tool

If you think that an EDM could be a useful way of raising an issue of importance to you and your organisation, the first step will be to find a supportive MP who would be prepared to table the motion.  If you have a good existing relationship with either a local MP or an MP who has supported your cause (such as through your engagement with an All-Party Parliamentary Group), this is normally a good place to start.  They will often ask you to help draft the motion and to work with their parliamentary staff to finalise the wording.  

If you’re looking for good cross-party support, it’s a good idea at this point to also line up MPs from other parties to be co-signatories to the motion.  The first six signatories will be the sponsors of the motion, so a cross-party spread of those initial signatures will be more likely to encourage other MPs to sign up too. 

Once the motion has been tabled by the MPs office, it remains open for signatures for the remainder of the parliamentary session.  As you build relationships with MPs from across the Commons, asking them to sign the EDM can be an easy and straightforward ask to get them involved.  

Are they worth the effort?

While I remain sceptical about the value of EDMs, they do have a role to play.  They can be a simple way to generate some cross-party support for an issue, and can be a good way for an organisation to build relationships with MPs.  As a tool for influencing policy however, they are not effective.  Very few EDMs are ever debated on the floor of the House, and even fewer have any meaningful effect on the policy agenda. 

What is your experience of Early Day Motions? Share your thoughts in the comments below. 

If your organisation is looking to do more policy influencing work, and would like some pro bono advice, I’d be happy to have a chat. Just drop me a line.

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Dipping your toe in the water – making a start in the policy influencing space

As an organisation wanting to develop its policy influencing work, where do you start?

Photo by Christopher Sardegna on Unsplash

One of the most common questions for any organisation wanting to influence the policy agenda is how on earth do you make a start?  

For smaller organisations in particular, it can be quite daunting.  Resources are often tight, and there may not be specialist staff capacity to dedicate to the emergent influencing work. 

This post is primarily directed at those organisations wanting to do more to influence the policy agenda, but not knowing quite where to start.   

Influencing policy, and more importantly knowing the tactics that will be successful, rather than just visible (a topic for a future post), is a highly skilled function in any organisation.  Afterall, commercial organisations pay many hundreds of thousands of pounds to ‘expert advisors’ to guide them.  

But not every organisation needs to be spending huge sums of money recruiting policy influencing specialists – far from it.  Your organisation may not be at the size or scale to realistically expect to need an in-house resource.  But that doesn’t mean that your organisation, however small or local, doesn’t have a great deal to offer in the policy development process.  

Here are my top tips for organisations keen to enter the policy influencing space, but not quite knowing where to start. 

Tip 1: Set realistic ambitions

It’s so important to set realistic ambitions, and to walk before you run. If you’re starting from scratch, you’re unlikely to be out there shaping legislation, publishing policy research, or working with parliamentarians if the only capacity you have is 10% of somebody’s time on top of their (probably very busy) day job. Which leads me on to tip two.

Tip 2: Start small

There are lots of things that you can start to do that will be manageable and achievable, and that will help to build your confidence and experience in influencing policy.  Writing letters to ministers and officials on topical issues that are important to your organisation, for example, can be a surprisingly effective way to start in the policy influencing space without huge investment of time or capacity. 

Tip 3: Work with others

In a previous post, I talked about how important it is to work with others to influence the policy agenda.  This holds true for all organisations seeking to shape the policy agenda, but perhaps even more so for those organisations who are just starting out on their influencing journey.  You will know the other organisations who operate in a similar space to you, and probably already have good relationships with them.  It’s a great idea to work with them to explore some opportunities for joint influencing work.  You might, for example, work together to produce a joint briefing or report, or to host a briefing event for MPs.  Working together can help share the workload and help you achieve much more than you could on your own. 

Tip 4: You don’t necessarily need to recruit an in-house specialist

There can sometimes be a sense that the first thing that an organisation needs to do to move into the policy influencing space is to recruit an in-house specialist, such as a policy or public affairs officer.  If you have the capacity and resources to do so, that is obviously a great thing to be able to do, although the point above still applies that you need to be clear about what your ambitions are.  (In a future post, I’ll be taking a look at the skills and competencies that you should be looking out for when recruiting a policy specialist).  

But there are lots of different ways that you can build and grow your capacity in policy influencing that don’t start with recruiting to a brand new role.  For example, if your ambition is to do more parliamentary work, then a conversation with one of the many public affairs agencies could be a good option – whether you’re looking for one-off support for a specific piece of work (such as an engagement event with parliamentarians), or something a little longer term (such as helping to support an All-Party Parliamentary Group), they will have a range of options available to organisations of different shapes and sizes (and budgets). 

Alternatively, you could look to partner with other organisations who are active in your space to pool some resources.  That might allow you to do some specific activities or work, or even allow you to have a shared policy influencing role (this works particularly well at a local or regional level). 

Tip 5:  Aim for some early wins

When your organisation is starting out on its policy influencing journey, it’s going to be important to be able to demonstrate some early wins.  This will not only boost your confidence but will also make it easier to make a future business case for investment to be able to go even further.   This is where starting small, and having some clear objectives, is vital.  

If your organisation is looking to do more policy influencing work, and would like some pro bono advice, I’d be happy to have a chat. Get in touch via the comments box below.

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When a new Prime Minister arrives

With an new incoming Prime Minister, the most important question facing policy and public affairs professionals is how on earth to get cut through on the issues that matter most to you

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As the Conservative leadership contest draws to a close, like almost every policy or public affairs person across the UK, I’ve spent the last few weeks and months thinking about the best strategies for approaching a new incoming Prime Minister. 

I’ll resist the temptation to talk about my views on the strengths and weaknesses of the process that we’ve all witnessed for the election of a new Conservative Party leader, and therefore Prime Minister, over the last two months (tempting as that might be!), and focus instead on how on earth you prepare for a new administration. 

In normal times (which have been in short supply in the last few years), government leadership changes as a result of a general election.  More recently, and definitely since Tony Blair left Number 10, the ‘new normal’ has been for new Prime Ministers to be selected not by popular vote, but by individual party procedures.  Policy and public affairs professionals have had a lot of experience of that recently.

So, the most important question to ask is how on earth can you try to get cut through on your priorities when every lobby group is trying to do exactly the same thing?

I’ve been giving a lot of thought recently to this question – not least given the very challenging context that we are all working within at present.  

At the time of writing this post, I have no idea which of the two candidates for the top office of state will be successful (although if the polls are to be believed, this was a contest in name only!).  However, the fundamental questions remain the same.  What will the priorities be of the new PM? How will the machinery of Number 10 change under the new leadership? And how do you get a voice in what is already a very crowded space?

From a policy and public affairs perspective, one of the upsides of a change of PM without a general election is that most of the faces will remain the same.  While we may not know the configuration of the Cabinet that the new Prime Minister might choose, they are all familiar faces and personalities.  Compared to a different party coming in to power in a general election, this is a more straightforward starting point to work from.

I’ve spent the last couple of days crafting an approach to the new Prime Minister to highlight some of the pressing issues that are important to me and the organisation that I’m involved with.  Therefore, I thought that I should share the top five things that stand out to me as the most important lessons from that. 

Tip 1:  Be relevant

With a change of government leadership, there is a huge temptation to throw everything and the kitchen sink at your first approach.  This won’t work.  It’s really important that you are responsive to the wider context in which that person will be arriving into the biggest job in the country.  What are the key issues that will be their in-tray?  And how is your issue relevant or related to that? 

Tip 2:  Offer solutions

An incoming Prime Minister will be presented with 1001 different problems that require their attention.  This incoming Prime Minister is facing the biggest cost of living crisis for a generation, a war in Europe, and the continuing shadow of the UK’s decision to leave the European Union.  In your initial approach, it’s important not to just add to the list of problems, but to offer solutions too.  If you can make your solutions appear simple, obvious and achievable, you’re much more likely to get the outcome that you are seeking.  

Tip 3: Think politically

An incoming Prime Minister wants to come with solutions.  They want to be able to answer what have been the most difficult questions that their predecessor failed to address.  When you’re thinking about that initial approach, you also need to think politically.  You might have in your mind the very best policy solution, but if it won’t work politically, it’s not going to fly.  Listen to what they are saying, understand their priorities and their world view, and you’ll be able to frame your pitch in the most positive and influential way.  With a previous change of Prime Minister, I recall pitching a solution as an easy political win that would generate some easy kudos. It worked, and led to a short-term cash injection on an issue that mattered a great deal to my key stakeholders.  

Tip 4:  Time it well

When a new Prime Minister arrives as a result of a change of government though a General Election, we’ve become very familiar with the transition of power that takes place, and the way in which that happens.  With a change of Prime Minister outside of an election cycle, the technicalities of timings matter more than ever.  In the current transition, while the new Prime Minister will be announced on Monday lunchtime, they won’t officially become new the Prime Minister until they are invited by the Queen to form a government on Tuesday.  

Tip 5:  Address any objections up front

If you’ve already got reasonably good relationships with civil servants and officials, you’ll have a pretty good idea what their advice is likely to be to the new Prime Minister in response to your suggestions.  If you can head those off at the pass, you’ll be in a much better and stronger position.  Think about the counter arguments that you can use to address such objections, and include them up front in your initial approach to the new Prime Minister

None of us quite know how the incoming occupant of Number 10 will change the way that policy influencing needs to happen.  But the one thing that we can be certain of is that it will be different.  Whether that is down to different priorities, a different Cabinet composition, or even a different culture at the heart of Government, we will all need to learn and adapt to a new reality. 

What are your thoughts on how easy it is for policy and public affairs professionals to adapt to a new style of political leadership?  Share your thoughts in the comments below. 

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Subsidiarity and the art of influencing locally

Subsidiarity is an established principle in public policy. What are some of the tips and tricks you can use to influence policy decisions at different levels?

Photo by Priscilla Du Preez on Unsplash

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.

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Using evidence to support your case for change

Building a persuasive case for change depends on having the right evidence and presenting it in the right way.

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The public policy theory of rational decision making would suggest that politicians and decision makers weigh up the available evidence, and take decisions to achieve the maximum benefit at the lowest possible (not just financial) cost.  This implies that they have access to the full range of information needed to make the best possible decision, and that they take a long-term view of change.  

In reality, there are a lot of drivers behind policy decision making, including ideology, power, and political expediency, among many others.  And in the UK system, most governments struggle to take anything longer than a five-year view.  

So, for those of us trying to influence policy, the question becomes one of how we can deploy the best and most persuasive evidence available.  

Here are my top tips for using evidence to support your policy influencing work.

Tip 1:  Demonstrate the need for change

Before you can hope to demonstrate why your proposals are the best way forward, you first need to show what problem it is that you’re trying to solve.  Depending on the nature of the issue, you will need to use different types of evidence to make your case.  If it’s about public expenditure, for example, you’re going to need to focus on financial and economic evidence.  If it’s about the impact of a problem to people’s lives, then you’ll probably want to focus more on case studies and stories.  In reality, you’re going to need a mix of evidence to be able to demonstrate that this is a problem that needs to be solved.

Tip 2:  Be realistic about costs and benefits

Over the years, I have seen so many attempts to influence policy fall at the first hurdle by brandishing around outlandish and unrealistic estimates of cost or benefit. There is a huge temptation to put your biggest and scariest numbers front and centre, but there are risks involved in that.  It might lead people to question the robustness of your analysis.  It might also make the issue or problem that you’re trying to solve appear just too big and too complicated for any government to feel able to tackle. Break things down in to manageable and realistic chunks, and don’t make unrealistic claims about the benefits (financial or otherwise) of any particular course of action.  Which brings me to tip three.

Tip 3:  Economic evidence

It’s tempting to assume that economic or financial evidence is the most powerful and persuasive.  Don’t get me wrong, it does play a really important role, but it’s not always the most important thing.  We can all think of many examples of policy decisions that have been taken by governments that seem to have taken scant regard to the financial implications.  It’s really important to think about who it is that you are trying to persuade.  If your target of influence is HM Treasury, then focusing on the economic or financial evidence is obviously going to be key.  If, however, you’re trying to raise awareness of a particular issue or problem, stories are likely to be just as powerful. 

Tip 4: Don’t underestimate the power of people’s voices

As I mentioned in a previous post, real life stories and case studies can be among the most powerful forms of evidence.  In the search for the best evidence to support your case for change, it’s all too easy to forget the importance of people’s voices.  If a picture paints a thousand words, a story paints a novel.  If you’re trying to build a case for change, being able to articulate both the problem that you’re trying to solve and the impact that your recommended solution will have on people is key. 

Tip 5:  Demonstrate how popular your proposals are

There are a number of different ways that you can do this.  You might want to show cross party support (such as the endorsement or support of an All-Party Parliamentary Group).  You could also think about public (voter) polling to test out the popularity of your suggestions.  Two notes of caution on public polling however.  Firstly, a lot depends on how you phrase the question.  Working with a reputable polling company means you will be able to make sure that your results are genuinely representative of the sample you want to test.  Secondly, being able to demonstrate public support for a suggestion is not, on its own, sufficient.  Just because an issue may be popular with the public, it doesn’t mean that it’ll be politically achievable in policy terms.  Think of the popularity of issues like the reintroduction of the death penalty for the most serious of crimes, the nationalisation of rail, or the decriminalisation of assisted dying, and you’ll see what I mean. 

Tip 6:  ‘Unpublished’ and ‘grey’ literature is perfectly OK

There can be a certain snobbishness among some parts of the academic community to so-called ‘unpublished’, or ‘grey’ literature (both terms that I really dislike).  The subtext of this is often that such data or evidence is somehow ‘not as good’ as the published and peer-reviewed studies that appear in journals.  In policy influencing terms, this is quite a naïve position to take, and demonstrates a lack of understanding in how decisions are made. This is not to denigrate academic research – it plays an absolutely vital role (a topic I may return to in a future post).  What I have learnt over the years is that politicians and decision makers frequently don’t make decisions based only on the best available published literature (and are even not averse on occasion to making decisions that appear to go against the weight of published evidence!).  They are just as likely to use academic evidence retrospectively to justify the decisions that they make. With this in mind, so-called unpublished data and evidence definitely has a role to play in the policy influencing toolbox. 

Tip 7:  Use evidence from other countries

It’s a good idea to draw on what works from other countries around the world.  Are there countries or systems that have already implemented some of the ideas that you are proposing?  What has their experience been, and what evidence now exists?  Don’t forget that we have four countries within the UK, so there is likely to be learning close to home too. 

Tip 8:  Cite your sources

Citing your sources helps to build confidence in what you’re saying.  How you cite your sources will depend on what it is that you are producing.  For example, written evidence to a select committee will need a more rigorous approach to citation than, for example, a simple policy briefing. 

Tip 9:  What have you got that’s new?

If part of your strategy to influence is to utilise media coverage, the first question that your communications colleagues are likely to ask is ‘what have you got that’s new?’.  If you’re trying to get a hook for a media story, it’s hard to beat the power of new evidence or data, especially if it’s combined with people’s stories and case studies.  

Tip 10:  Use the emotive language sparingly

When you are presenting a case for change, there is definitely a role for emotion.  Afterall, you’re trying to fix a problem that matters to you and your stakeholders.  However, in contextualising your evidence and data, use the emotive language quite sparingly.  Not everything is an ‘outrage’ or a ‘crisis’.  How you frame your evidence and data is just as important as the evidence and data itself.  Afterall, you’re trying to win people over to your way of thinking.

What is your experience of using evidence to support your influencing work?  What evidence do you think it the most persuasive?  Let me know in the comments below.

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The ABCs of APPGs

APPGs are a curious part of the Westminster Parliament’s business, but can be a great channel to support your policy influencing work.

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All-Party Parliamentary Groups (APPGs) are a curious part of the Westminster Parliament’s business.  They are informal groups of MPs and Peers who come together, on a cross-party basis, on particular topics and issues.  What makes them unusual is that while they are comprised of MPs and Peers, they have no official status in Parliament.  However, for anyone seeking to influence the policy agenda, they can be a very useful way of getting your issues and concerns on the agenda. 

In this post, I’ll be looking at how APPGs can help you in influencing the policy agenda and getting your issues and concerns on the agenda.  Even though APPGs do not have an official status, they can have considerable influence.  

Although I focus on Westminster, the same principles apply to equivalent groups (known as Cross Party Groups) in both the Scottish Parliament and the Welsh Senedd, and All-Party Groups in the Northern Ireland Assembly.  

Types of APPG

There are broadly two types of APPGs in Westminster – country specific groups, and subject groups.  The subject groups cover an enormous range of interests, ranging from the Eurovision Song Contest to War Crimes, and everything in between.  You can access an up to date list of APPGs on the Parliament website.   

There is also a wide variety in what the groups do and how they operate.  Some are focused on serious policy discussion and influence, while others are much less formal and are arguably more like social groups for parliamentarians. 

For anyone trying to influence the policy agenda, there are broadly two main ways that you can work with APPGs.  The first is to provide the secretariat for a group close to your interests, and the second is to engage with APPGs as a stakeholder. 

Providing the secretariat to an APPG

APPGs often outsource the support and coordination of their work to other organisations.  If you have the capacity, offering to provide the secretariat for a group can be a really effective way of supporting the work of the group.  

If you are fortunate enough to be appointed as a group’s secretariat, it means that you’ll be working closely with the chair and officers (the MPs and Peers) of the group to set meeting agendas and plan the group’s activities.  Here are my top five tips for making an APPG a success in influencing policy.

Tip 1:  Make sure you’ve got a good Chair and Officers

You need a committed and effective Chair and Officers.  The officers of the group will quickly become your most engaged group of parliamentarians.  In an ideal world, you’ll want them to be open to writing letters to Ministers, tabling Parliamentary Questions and hosting Westminster Hall debates, among other things.  Invest the time and energy in building your relationship with them – it really will be the making of an effective group.  

Tip 2:  Make it active

I’ve seen so many APPGs over the years that have just ‘plodded along’ with occasional meetings which people go to out of little more than a sense of duty.  In contrast, active groups, who meet regularly and who provide lots of opportunities for wider stakeholders to get involved, are much more likely to build interest and support.  

Tip 3:  Hold interesting meetings

It seems obvious to say, but it’s really important that the meeting topics are interesting and engaging, and that they attract and engage a wider audience.  There’s little point in meetings which are only attended by the APPG officers and a handful of stakeholders.  I’ve seen so many APPG meetings over the years which effectively preach to the converted and therefore have little wider influence.  You want people to feel challenged, energised and involved from the discussions at APPG meetings, not just hearing the things that they already know or think.  Getting interesting external speakers, particularly people with lived experience, can really help with this. And don’t forget that you can invite Ministers and officials too. 

Tip 4:  Run inquiries

One of the really effective ways that APPGs can have an impact on the policy agenda is to run inquiries. Running an inquiry in which stakeholders are invited to submit written evidence, and where the APPG can hold oral evidence sessions (a bit like a Select Committee would) can be a really effective influencing tool.  Publishing a report from the inquiry with recommendations carries some weight, and can be a really impactful way of influencing.  Sometimes, such APPG reports can even generate media interest – something worth talking to your media and comms colleagues about.  It’s important to note, of course, that supporting such inquiries and producing reports can be quite time and labour intensive, so you’ll need to think carefully about your capacity to do so, and be quite targeted in how you use this approach. 

Tip 5:  Don’t forget the admin!

Even though they have no official status in Parliament, there are very strict Parliamentary rules about how APPGs must be set up, registered and run.  As the secretariat for the group, it’s your job to work with the Chair to make sure that the APPG stays within the rules with regard to meetings and activities, and the necessary reporting.  It’s all too easy to slip up and find yourself on the receiving end of a telling off!  Serious breaches of the rules can even result in the APPG being de-registered.

Engaging as a stakeholder

If you’re not able to offer to provide the secretariat, or there is an existing group with an existing secretariat, all is not lost.  Engaging with APPGs as a stakeholder can also be a really effective influencing tool.  Here are some tips and tricks for how to do that effectively.

Tip 1:  Attend meetings and ask questions

All APPGs must hold regular meetings, and those are normally open to the public.  It’s well worth going along to hear more about what the group is working on.  Where appropriate, you can also ask questions – which can be a good way of highlight an issue that is important to you. 

Tip 2:  Submit evidence

Where APPGs run inquiries or reviews, they will often ask for evidence from stakeholders.  As they are not official parliamentary groups, it’s not uncommon for stakeholders to give such requests a lower priority than they might for a call for evidence from a Select Committee, for example.  However, submitting evidence can be a really good way to get your messages across, and with lower overall engagement, there’s a greater chance that your voice will be heard. 

Tip 3:  Offer speakers

APPG meetings often have external speakers on particular topics and themes at their meetings.  It can be a good idea to get in touch with the organisation providing the secretariat for the group and offering up speakers and presenters for future meetings.  

What has your experience been of APPGs (or their equivalents in the other nations)? What do you think makes for a good and effective APPG?  Let me know in the comments below.

Coming up next time:  I’ll take a look at how to use evidence to support your influencing work.

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Influencing together: Top tips on working collaboratively to influence policy

Working collaboratively can be a powerful way to influence policy. In this post, I’ll take a look at some tips to make collaborative working a success.

Photo by Randy Fath on Unsplash

I’m a great believer that working together can be a powerful and effective way to influence policy.  A consensus view is much more likely to get cut through with ministers and officials than a variety of different voices speaking independently. 

But good collaborative working is hard to do in practice.  In this post, I’ll be exploring how to use collaborative working to achieve policy influence and change. 

Why work together?

In a previous post, I talked about the importance of relationships in influencing policy.  Relationships are also important when you want to work with others to achieve a common policy objective.    

Speaking with one voice on an issue will undoubtedly increase the impact of your message with decision makers.  It demonstrates consensus and agreement  

There are lots of different types of what I will call ‘policy collaboratives’.  It might be several organisations working together on a joint campaign, mobilising supporters in a very vocal and visible way.  It might be a more formal coalition coming together to raise the profile of an issue, for example, during an election campaign.  It could be a group of organisations coming together to undertake or publish research or policy advice.  Or it might be a less formal partnership between organisations operating in a similar space but who want to make sure that they don’t inadvertently cut across one another’s work.  All of these policy collaboratives have one thing in common – they depend heavily on trust and confidence.  

Policy collaboratives can be a highly effective way of influencing policy.  They can be especially helpful for smaller organisations who might not have as much capacity for policy work to increase their influence, or for giving a voice to harder to hear voices.  

So, what are my top tips for making collaborative working a go-to tool in the policy influencing toolbox?

Tip 1:  Have a clear aim

It’s really important to have a clear and measurable aim that you can all agree on.  It might be a specific legislative change that you’re seeking, or a specific policy commitment that you want government to make. I’ve seen so many policy collaboratives over the years who fail for the simple reason that they can’t clearly articulate what they’re trying to do, or who have an aim that is so high level that it’s impossible to break it down in to anything concrete or specific.  Not only does that undermine the positive impact of working together, it also increases the risk that your partners may walk away if they can’t see value in working together. 

Tip 2:  Identify your partners

Who is it that you want or need to work with?  And how broad or focused do you want your collaborative to be?  A lot will depend on what you want your collaborative to achieve.  As a general rule of thumb, the more partners you have, the harder it will be to agree specific and measurable aims and objectives.  Conversely, if you want to demonstrate strength in numbers, a broader base collaborative will send a powerful message.  

Tip 3:  Establish some ground rules

With some clear aims agreed, you need to be clear how you will work together.  For example, will you meet regularly? How will information be shared? What is expected of each of the partners?  It’s important to recognise that different partners will probably have different roles to play depending on what they can bring to the collaboration.  Some may be very active, while others might be quite passive.  It’s important to be clear about that upfront to avoid problems further down the line.  

I’ve also seen policy collaboratives put under a lot of strain by individual organisations going off and doing things outside of the collaborative and without any advance warning to the other partners.  One particular example sticks in my mind.  One of the partners published research via a press release on a topic that was central to the aims of the collaborative, and only let the other partners know on the day of the launch!  It took us all by surprise, and eroded the trust and confidence within the collaborative.  Don’t get me wrong – there is nothing wrong with different organisations having their own priorities and projects in the fringes of a shared endeavour.  But being able to share intelligence is really important to making such a collaborative work.  

Tip 4:  Decide who leads

One of the hardest things to agree is who will lead the collaborative work.  If you’re trying to present a united front on a particular issue, there seems little point in then having multiple points of contact for parliamentarians or officials who might want to talk to you.  But it can be hard to ‘let go’.  Afterall, whoever is the coordinator or lead for a policy collaborative will inevitably be perceived as such by the people that you are trying to influence.  Which leads me nicely to tip five.

Tip 5:  Park the egos

One of the most important but hardest things to do in any policy collaborative work is to park organisational (or sometimes even individual!) egos.  It’s not unusual for collaborative partners to have an element of healthy competition between them – after all, all organisations are trying to demonstrate to decision makers that they are the most authoritative and best placed to help them.  Entering in to a policy collaborative, however, requires everyone to leave the ego at the door, and to agree to work together on the shared objective.  Doing so helps to build trust, and makes it more likely that you will achieve your goals. 

Tip 6:  Have a clear plan

It’s really important that you are clear about what you are going to do.  Are you, for example, going to produce joint briefings, press releases or statements, or hold joint meetings? Having a clear plan will also help you make sure that you’re involving the right people.  If you’re planning joint media statements, for example, getting your media and communications colleagues involved at an early stage is a really good idea. 

Tip 7:  Agree a timeline

Just as important as having a clear aim is clarity about how long you will work together.  Is it an open-ended collaboration (in which case the aims will need to be regularly refreshed and updated), or is it a specific, short-term collaboration (such as working together to promote an amendment to a bill before Parliament).

Tip 8:  Review regularly

Review the progress that you’re making regularly.  Your aims might need to be tweaked or adapted if there has been any policy movement.  It’s also important to review whether the collaborative is still needed – I’ve seen many examples over the years of this kind of policy collaborative continuing long beyond its useful life, leaving the participants with the thankless task of trying to find a purpose.

Collaboration works

In my experience, policy collaboratives with clear aims, a healthy way of working and a high degree of trust and confidence between the partners can be a really effective way of influencing the policy agenda.  

What would you add to this list? What is your experience of collaborative policy influencing work?  Let me know in the comments below.

Coming up next time:  How can All-Party Parliamentary Groups help you to achieve your policy objectives? 

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Drowning in paper? How do you decide which consultations are worth bothering with? And how do you make a submission that will be listened to?

Responding to consultations is bread and butter for anyone involved in influencing policy. In this post, I’ll take a look at how to make sure that your voice is heard

Photo by Wesley Tingey on Unsplash

Responding to government consultations is bread and butter for people working in policy roles.  If you’re not careful, it could be all too easy to do nothing but, surrounded by piles of paper and post-it notes. 

So how do you decide which consultations to respond to, and which you can ignore?  And what are the best ways to go about putting a submission together?  

In this post, I’ll be looking at how to approach government consultation processes, and some of the tips and tricks to make your voice heard.  

What is a consultation?

This might sound like a fairly easy question to answer.  But the reality is that there are lots of different types of consultations that government (and their associated arm’s length bodies) might issue from time to time.  Being able to spot the difference will help you decide which ones to prioritise, and which you can safely ignore. 

In 2018, the UK Government Cabinet Office published an updated set of principles to support the civil service on how to run consultation processes (which are substantially watered down from previous versions).  It provides useful insight in to how such processes are planned and organised from the government’s perspective.   In reality, I’m not convinced that the principles are always used by officials when planning such processes.

A duty to consult

There are some consultations that the government has a legal duty to issue – these are normally fairly technical consultations where there is a responsibility to regularly consult with stakeholders.  One example of such a consultation is the annual consultation that is issued on the detail of the NHS Standard Contract which is used for any providers delivering NHS funded care.  If you have technical expertise, or something specific that you want to see changed, it can be relatively easy to have some influence on these, as officials are specifically looking for input on the detail.  

A fait-accompli?

There are then some consultations which are simply tick-box exercises which allow the government to say that they canvassed views. A tell-tale sign of one of these is a consultation which is issued to gather views on a subject that the government has already been quite vocal about the approach that it is planning to take (the consultation on proposals to make COVID vaccination a condition of deployment in health and care services in England is a good example of one of these, even though that was eventually reversed).  Another tell-tale sign of one of these types of consultation is that they often have very short windows for responses (best practice is to allow respondents 12 weeks to submit responses, but in reality it is often much less. For tick box consultations it can sometimes be as short as a couple of weeks).  

Seeking expert input

The third type of consultation is one where the government is genuinely interested in gathering input and expertise to help them take some policy decisions.  Consultations about developing or updating guidance (where expert professional input will be essential) is an example of this kind of consultation.  

This isn’t to say that this is the only type of consultation that you should bother with.  Deciding which consultation process to engage with will depend a lot on how relevant the consultation might be to your priorities or interests.  Sometimes, even if there is little prospect that your comments might change the government’s mind, it can be important that you are seen to respond and make your voice heard.   It can help build your profile and your reputation as an important stakeholder. 

The growth of consultation surveys

In recent years, there has been a noticeable growth is consultation surveys, where government issues a consultation with an associated survey to gather responses.  This is, of course, designed to make it easier for the poor officials who have to collate responses and pull together summaries of the key themes.  Much easier to do that by counting up the number of yes/no answers to a very specific question than to have to read lots of narrative explanation.  

Consultation surveys definitely have a place.  They’re particularly helpful where some of the decisions that government has to make are quite binary in nature – for example, should we do X or Y.  They are less helpful when trying to deal with some complex issues which don’t lend themselves to distilling down to a narrow binary reply.  However, in recent years they appear to be increasingly popular with government as a way, presumably, of reducing the administrative burden of analysing submissions.  It also helps the government to guide respondents to the answers that it wants to see.  This brings me on nicely to the next question. 

Should you just answer the consultation questions?

In my opinion, the short answer to this is no.  

Sometimes, the questions that are not asked can be more important than those that are.  Structuring your response around the consultation questions will obviously make it easier for officials to collate your responses. However, there are sometimes important issues that the government has not yet considered, and that do not fit within the framework of the consultation questions being asked. On those occasions it is perfectly acceptable (and arguably important) to step outside of the question framework and to offer a narrative response. Consultations often have an email address, or mailing address, where narrative responses can be sent, even if the consultation is being run as a survey.   

What makes a good response?

A good consultation response is clear, concise, and evidence-based.  Although it can be tempting to write War and Peace on a topic that you are very knowledgeable or passionate about, like any communication, it’s important that you get your message across succinctly and clearly.  

When it comes to evidence, quantitative and qualitative evidence are both equally important.  As I said in a previous post, evidence is king when it comes to making a persuasive argument.  That evidence might be evidence about cost and benefit, but could equally be case studies, examples and the voices of people who might be affected. 

Maximising your impact

Responding to the formal consultation process can be an effective way to make your voice heard.  To maximise your impact, there are a few other things that you can do.  

As I have said in previous posts, influencing policy is all about relationships.  One of the best ways you can maximise your impact in a consultation process is to get in touch directly with the officials leading the process.  They will be keen to learn as much as they can to inform their advice to ministers.  It’s quite common for there to be workshops run in parallel to the written consultation process, which can be a good way to find the right people to talk to. 

It can also be useful to get in touch with other organisations who might be responding to the consultation too, to see whether there are any common or shared messages that you can both reinforce or help to amplify.  The more responses that make a point, the more likely that point is to be heard. 

Sometimes, there might be opportunities to use your response as a hook for some media work.  This will work best where the issue at hand is particularly newsworthy or interesting, and where you have a strong and clear line.  It can help to reinforce your wider campaign messages. Talk to your communications and media colleagues who will be best placed to advise.  

Never ask a question you don’t already know the answer to

Responding to consultations is one of the most commonly used tools in the influencing toolbox.  If the government is genuinely in listening mode, it can be a really effective way of getting your voice heard, and positioning yourself as a key stakeholder with something constructive and valuable to add. 

Pay particular attention to what questions are being asked.  As the old legal adage goes, never ask a question that you don’t already know the answer to.  Sometimes this also applies to consultation processes – think carefully about the questions that you’re not being asked as much as those that you are.  

What is your experience of responding to consultations?  How do you pick which ones to prioritise? Let me know your thoughts in the comments below. 

Coming up next time:  I’ll be exploring working with other organisations to achieve policy influence.  Do coalitions work, or do they just water down your objectives?

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Third-rate B&Bs and dried out sandwiches – are party conferences really worth it?

With the party conference season on the horizon, I take a look at whether they are an effective influencing tool

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September is traditionally the start of the party conference season (at least for the Westminster based UK parties), so I thought now would be a good moment to take a closer look at how useful (or not) they can be as a tool to influence policy. 

I’ve lost track of how many party conferences I’ve attended over the years, or how many third rate B&Bs I’ve had to stay in, or dried out conference sandwiches I’ve had to eat.  But the big question for lots of organisations, especially those with limited resources, is whether party conferences are an effective tool for influencing policy and therefore worth the investment of time, energy and money.

As you may have guessed from the title for this post, I’m something of a party conference sceptic, but that’s not to say that they don’t have a place in the influencing toolbox. 

They are all very different

The set-piece conferences of the UK political parties are all very different.  Not just in terms of content, but also for the role they play in setting party policy.  For Labour and the Liberal Democrats, for example, conference has a formal role to play in debating and voting on party policy.  In contrast, for the Conservatives, conference plays a much more limited role in setting party policy.  Understanding this is helpful when thinking about how best to approach conference season, and some of the tactics you might use. 

Deciding which conferences to attend

Deciding which conferences to attend, and which to ignore, can be a tricky decision to make, and often comes down to whether your objectives are primarily short or longer term.  If there is a specific issue that is live on the current policy agenda that is the focus of your work, then you might choose to engage only with the party conference of the party currently in government.  If, on the other hand, you are seeking to build relationships on a cross-party basis for long-term objectives, then you might want to broaden your reach to other parties too.  And don’t forget party conferences for nation-specific political parties too, especially if the issues that you’re most interested in are policy areas that are devolved to the Scottish, Welsh or Northern Ireland governments. 

A networking opportunity

It goes without saying that the conference season is primarily a networking opportunity.  But if you’re hoping that you’ll get opportunities to chat with ministers or shadow ministers in the bar after the main business has ended for the day, you’re likely to be a bit disappointed.  In all the conferences I’ve attended over the years, that has only happened on a handful of occasions.  But when it does, it can have quite an impact.  Government ministers attending their party’s conference will be there without the officials who normally gatekeep access to them.  Party conferences are overtly political events which the apolitical civil service cannot attend in their professional capacity. 

A significant proportion of the people who attend party conferences aren’t party members, but are people like you who are trying to influence the policy agenda.  And in my opinion this is where the true networking value of the party conference season is.  It’s a great opportunity to make connections and to explore new collaborations with other organisations operating in the same field as you.  

Ways to use a party conference to influence

There are a number of different ways that you might consider using a party conference as a way to influence the policy agenda.  For most of us, the decision is likely to come down to the resources that we have available. 

  • Attend as a delegate – the cheapest way of using the conference season as a tool for influence is simply to attend as a (non-voting, obviously!) delegate.  This means that you’ll be able to attend fringe events and other meetings taking place as part of the conference programme.  Asking well placed questions in fringe events, for example, can be a surprisingly effective way of giving your issues a voice.  
  • Host a fringe event – fringe events are a key feature of any party conference.  They are an opportunity for delegates and others to explore specific issues away from the main conference floor and outside of the main conference business.  Traditionally, lots of charities either host or participate in fringe events as a reasonably cost-effective way of giving their issues some profile.  The risk with any fringe event is whether you’re going to get ‘real’ conference delegates attending and participating, and whether some of the targets of your influence might agree to take part and therefore be exposed to the issue that you’re trying to highlight.  There is always a danger that you get low numbers of people attending, and that those that do are just people like you trying to have a voice at the event! Promoting your fringe event effectively is key.
  • Have an exhibition stand – having a stand in the conference exhibition is probably the priciest way to approach a party conference.  It can cost thousands of pounds to book an exhibition space, and even more to come up with an interesting and engaging stand (you don’t want to spend all that money and have a pop up stand with a trestle table with some leaflets on it!).  Having said that, conference stands can be a really great way to engage with delegates, and provide a platform for  photo opportunities with ministers and shadow ministers who very often want to be seen to be engaging with exhibitors.    A good conference stand is fun and engaging, has a clear message, and an ask of delegates.  For small organisations, and for many charities, you need to weigh up both the cost, and the ethics, of such a big outlay.
  • Host a private event – Cheaper than having a conference stand, hosting a private event can be an effective way to get some serious face-to-face time with the key people that you’re trying to reach.  You could think about organising a private dinner for a hand-picked list of attendees, for example.  If you take this approach, you’ll need to decide whether to host that private event inside (expensive) or outside (cheaper) the conference secure zone.  If you opt for inside the secure zone, you’ll find it easier to get people to come along.  They may, however, be more reluctant to attend an event outside of the secure zone.

Are they worth it?

The question of whether attending party conferences is worth it is a difficult one to answer.  For many of us, it will come down to the resources that we have available, and the cost/benefit assessment of whether we could achieve greater impact through other means.  

On the plusses, party conferences are a great networking opportunity and a chance to build relationships that you might not otherwise have developed.  If your budget allows, there are some fantastic ways to raise the profile of issues you’re interested in.

On the minuses, they can be very expensive, and in my experience, the direct impact that you get from them (in the short term at least) can be limited.  Beyond the direct costs involved, there is the time and energy required to maximise your influence.  I still have the emotional scars from three weeks of every autumn travelling around the country from conference to conference – time that could have been used in different ways.  

Personally, I think that there are better and more effective ways to get your message across in a more targeted way. 

If you do decide to use the party conference circuit as an influencing tool, I have two final pieces of advice.  Firstly, book your accommodation early – things book up fast, and you could find yourself with limited options (I remember once being ushered in to an eight-bedded outhouse of a B&B in Bournemouth which was used primarily for stag and hen dos. While it was interesting to have a choice of eight beds, every single one of them was broken in some way!).  And secondly, eat well – you won’t do yourself any favours if you try to survive on the catering provided at fringe events.  Get yourself some fruit and veg!

Photo by Anna Pelzer on Unsplash

What has your experience been of the UK party conference circuit? Has it been helpful to you in achieving your influencing goals? Let me know in the comments below.

Coming up next time: I’ll be discussing how to decide which consultation processes you should respond to, which you can ignore, and how to maximise your impact.

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Top ten tips on how to influence government policy

Top tips for influencing government policy.

Trying to influence government policy decisions sometimes gets a bad rap.  In the US, lobbying, as it is often described, is almost considered a dirty word, conjuring up images of corruption and backhand deals.

But in reality, governments need input and ideas from outside of the institutions of state.  There are a lot of people and organisations with a lot of expertise and experience that can help governments make better decisions.

But where do you start? 

Influencing policy is often seen as something of a dark art. In reality, it’s about building a strong case, and communicating it effectively.    

Everyone loves a good ‘top ten’ list, so I thought that would be a good place to start.  Here are my top ten tips on how to influence government policy decisions. 

Tip 1: Work out who you’re trying to influence

It sounds obvious, but the first thing you need to know is who you are trying to influence.  Not all decisions are made in Westminster.  Responsibility for many aspects of life are devolved, so if you’re trying to influence health policy, for example, you’ll need to focus on the Scottish, Welsh or Northern Ireland governments.  Some policy areas are reserved by the UK government, so you’ll need to work out who is responsible.  It’s also true that not all decisions are made by ministers and government departments.  Many arms-length bodies (in all four nations) have delegated responsibility for large parts of public life.  You might also find that the responsibility is delegated to a local rather than national level.  

Tip 2: Describe the problem you’re trying to solve

It’s really important to be able to sum up the problem that you’re trying to solve clearly and concisely.  If you can’t explain it in a few words, it’s unlikely that it’ll get the attention that it deserves.  Us policy people can sometimes fall in to the trap of wanting to include too much detail.  I find that some help from a communications or media colleague can really help concisely get to the heart of the issue!

Tip 3: Have good evidence.

It’s important to have good evidence to back up your argument.  That might be evidence about the impact that the issue has on people, or evidence about the financial cost or benefit.  The more evidence that you have, the more persuasive your case will be. 

Tip 4: Tell stories

While hard facts and data is important, it’s also important to tell people’s stories.  Showing how a particular issue affects people, ideally in their own voices, can bring an issue to life.  Human beings are inherently social creatures, and stories help us to understand and relate to others.  Politicians and officials are no different, and stories can be a really powerful tool, especially when we give a voice to people who are not often heard. 

Tip 5: Offer a solution

I see so many organisations trying to influence government policy who just focus on the problem without offering a solution.  Most of the time, governments want to fix problems and improve the lives of their citizens. Focusing on the negative will only get you so far.  Don’t get me wrong, though.  There is definitely a place for campaigns that highlight a problem.  You’ll get more cut through with officials and politicians if you can offer some tangible potential solutions. You’ll get even further if you can show that implementing those solutions would be easy and in line with the government’s overall objectives.  Which brings me to point six.

Tip 6: Read the room

Think about what the government is trying to achieve overall, and how your solution fits within that agenda and helps them to achieve their own goals.  You also need to consider the wider context too.  If the government is dealing with an economic crisis, for example, it’s going to be a tougher sell to persuade them to spend a lot of money on something (not impossible, but it’ll need careful thought).  You also need to take politics in to account too, which brings me to number seven.

Tip 7: Tailor your arguments

When you’re working on a cross-party basis (which charities in the UK must do), you need to tailor your messages accordingly.  A case for change that will persuade someone on the right is likely to look and feel quite different to a case for change to persuade someone on the left.  This doesn’t mean that your overall objectives will be different, just the way in which you make your case.  If you can find a sweet spot that unites different political parties, you’re more likely to be successful in achieving the change you’re looking for. 

Tip 8: When dealing with politicians, personalise things as much as you can

Encouraging supporters to get in touch with their local politicians can be a really effective tool, particularly where you’re trying to raise awareness of a particular issue.  One of the mistakes that I see many organisations make is in using what I describe as ‘identikit’ campaign tools – such as postcards, template letters or even online resources.  Studies have shown that politicians really dislike this kind of approach, and are less likely to pay attention.  An alternative is to try to personalise those contacts as much as possible.  Encourage your supporters to tell their stories – it’ll be much more persuasive than a pre-printed postcard arriving in a politician’s office. 

Tip 9: Take opportunities when they arise

It was Harold Macmillan who said that it was ‘Events, dear boy, events” which was the most difficult thing about being Prime Minister.  So much of the political and policy world is at the whim of external forces, whether those forces are political, economic, social or technological.  In influencing terms, this means that you have to be ready to take opportunities as they arise.  I recall one issue that I had been trying to resolve for many years which was suddenly and unexpectedly resolved because the government at the time was looking for a quick win ahead of a general election. At a local level, the end of the financial year can also be a good time to find additional project funding, as public bodies will be eager to have spent their allocated budget before the year end.  Be opportunistic – it can sometimes pay off. 

Tip 10: Relationships matter

Influence is all about building relationships.  It’s much easier to be heard if you’re seen as a trusted and respected voice.  Of course, building relationships takes time, but it’s always worth the investment. Whether it’s being a helpful source of information for researchers working in an MP’s office, working collaboratively with officials on a complex issue, or building a relationship with a minister, at the end of the day, influencing policy is about influencing people. 

I’d love to hear your thoughts. What have I missed out? What would your top tips be? 

Coming up next time:  I’ll be exploring whether attending party conferences can be a useful tactic, or whether they are a waste of time and energy.