for Passing Local Policy

1. Strategic Coalition Development for Passing Local Policy Brian Peterson, Project Director The Center for Tobacco Policy & Organizing Funded by Proposition 99, the California Tobacco Tax Initiative of 1988

2. “Cut spending” • Intrastate travel • Interstate travel • Time travel

3. In the next half-hour… • Policy change and coalitions • The most effective type of coalition for passing local tobacco policies. • Building coalition power. • Key elements of coalition recruitment

4. & Policy Change Coalitions

5. The Draft. AKA, the, “I really, REALLY, need You” approach

6. The Free Lunch.

7. Cloning.

8. The Rhythm Method.

9. Changing Norms About Tobacco • Key objective of CA’s tobacco control program • Norm change requires a comprehensive approach • Most effective de-normalization strategies: • Change public policy • Enforce policies we have

10. Changing Public Policy • Begins at grassroots, not from the top • Example: Why has California been called “America’s Non-Smoking Section?” • 195 increasingly tough smoke free indoor air local ordinances passed in California 1989-1995 • AB 13 passed by legislature in 1995

11. Calif. Coalition Status • Many local coalitions are unable to effectively pursue policy change • Information-sharing not action • County staff says don’t rock the boat • Few coalition members can lobby • Some LLAs adverse to strong leadership • Minimal community participation

12. The most effective type of Coalition for Policy Change

13. Calif. Tobacco Control Coalitions • Advisory Coalition • Primarily public agencies, managed tightly by county staff • Meets every 2-3 months • Advocacy limited to members testifying • Lobbying is discouraged

14. Calif. Tobacco Control Coalitions • Subcommittee • Purpose is to pursue policy change • Unites activist coalition members • Campaign needs determine frequency of Meetings and pace of work • Effectiveness limited by membership of parent coalition • Difficult to win when faced by serious opposition

15. Coalition Type for Passing Local Policy • Separate Campaign Team • Single purpose, time-limited, community-based, action oriented policy campaign • Sheds look and feel of gov’t coalition • County staff assists, but does not direct or manage Campaign Team • Committed to recruitment, developing new leaders and winning tough, contested battles for policy change

16. Building Coalition POWER

17. Power and Policy Change • Policy change requires political power • Coalitions can build political power • Some coalition members can legally lobby • Can organize by political district • Can mobilize large numbers of residents • Have resources for mounting a campaign • Member organizations are credible with public

18. CoalitionPower • Not every coalition builds power • Advisory Coalition doesn’t • Subcommittee develops the latent power in an Advisory Coalition • Only the separate Campaign Team actually builds & can USE power

19. Lobbying/AdvocacyPower A campaign needs both, so the coalition needs both • Lobbying is the tip of the spear

20. Organizing By DistrictPower • Demonstrate political strength by district • Identify member organizations and organizational members by district • Create delegations by district • Utilize pressure points within the district • Develop on-going political allies not just “issue” friends

21. Mobilizing Large NumbersPower • What does It take to turnout numbers • It takes practice • It takes leaders • It takes action • It takes courage • It takes work

22. ResourcesPower • A variety of organizational partners yields a variety of resources • Funding • Regular newsletters and mailings • Specialized staff • Leaders • Volunteers • Office resources and phone banks • Press and community contacts

23. CredibilityPower • Effective media promotion yields public trust of coalition • Members highly regarded by public • Voluntary health associations • Doctors, dentists, nurses • Hospitals, health care systems • PTA, schools, youth sports • Youth organizations

24. of KeyElements Recruitment

25. Why recruit? • You have a policy goal • Relative political weakness of anti-tobacco movement • Need for new energy • Need for new leaders

26. Recruit Individuals/Orgs that: • Have clout/contact with campaign “target” • Have public credibility • Have strong self-interest in campaign issue • Can lobby

27. It’s not selling …it’s MATCHMAKING

28. Research: • Figure out the connection between your issue and their concerns • Professional activities • Hobbies • Social activities • Family

29. The recruiting meeting • Face-to-face is best • Know what you want to ask for – have a few options • Listen and adjust • Forget about being “right” • Follow up

30. Leadership Development Or, “Parenting 101”

31. A true leader: • Inspires • Facilitates • Gets resources out of others

32. How do you develop leaders? • Give them control • Give them responsibility • Ask them to do things • Keep them supported • Make sure their resources and capabilities fit the task

33. How do you develop leaders? • Discussion questions • What can you let go of • What is your biggest challenge

34. Conclusion • Policy change precedes norm change and begins at grassroots level. • A separate Campaign Team is needed to effect policy change. • Recruiting is matchmaking • Develop & support REAL leadership