Welcome

1. Welcome Legislative Tools and Lobbying Presented by Dolores Sanchez, CFT Legislative Representative Ron Jackson, CFT Field Representative CCE Annual Conference October 16-18, 2009

2. Agenda • Introductions • Legislative Tools • The Guide to Reading a Bill • How a Bill Becomes a Law • Lobbying Tools • The What, Who and Why of Lobbying • Strategies for Effective Communication • Letter Writing Tips • Role Playing Activity • Follow-up Activities • The Difference Between Goals and Objectives

3. Guide to Reading a Bill CALIFORNIA LEGISLATURE—2009-2010 REGULAR SESSION ASSEMBLY BILL No. 379 ============================================ Introduced by Assembly Member Torlakson February 23, 2009 ============================================ An act to add Sections 45266.5 and 88086.25 to the Education Code, relating to classified employees. LEGISLATIVE COUNSEL’S DIGEST AB 379, as introduced, Torlakson. Classified employees: personnel commissions: director. Existing law requires school districts and community college districts adopting the merit system for classified employees to appoint a personnel commission. The personnel commission is required to appoint a personnel director who is responsible to the commission for carrying out all procedures in the administration of the classified personnel in accordance with the requirements of existing law and rules of the commission. This bill would require the personnel commission of each of those districts, consistent with the commission rules applicable to all classified employees, to determine compensation for, and supervise the personnel director. The bill also would encourage the personnel commission of a district to prepare an annual written performance evaluation of the personnel director. The administration of, and the exclusive representatives of classified employees of, each of those districts would be authorized to participate in the annual performance evaluation of the personnel director by completing an evaluation or comment form distributed by the commission. The personnel commission of each of those districts would be authorized to review the submitted evaluation and comment forms, if any, and to consider the forms as part of the This area will show a date each time bill is amended. Indicates house of origin Bills are introduced in sequential number in each house Date introduced. Code sections being added or amended. Legislative Counsel drafts all legislation and writes a summary.

4. Guide to Reading a Bill AB 379 – 2 – overall evaluation process. The bill would require that, if the commission prepares this evaluation, the commission would be responsible for the content of that final evaluation. The bill would grant the personnel commission of a district the authority to impose discipline upon the personnel director if cause has been established in accordance with commission rules applicable to all classified employees. The bill would provide, to ensure due process for the personnel director, that he or she be granted the option of requesting a hearing from an impartial hearing officer, as specified. The bill would require that the method for selecting the hearing officer be designated in commission rules, and would bind the commission by the findings of the hearing officer. The bill would require that the procedures authorized by the bill be integrated into the regular personnel commission activities and be conducted within the amount otherwise budgeted for the personnel commission of the district. The bill would express the intent of the Legislature to prohibit, upon appropriation by the Legislature, the total allocation to districts pursuant to the bill in a fiscal year from exceeding $15,000. To the extent that this bill would impose additional duties on local officials, it would impose a state-mandated local program. The California Constitution requires the state to reimburse local agencies and school districts for certain costs mandated by the state. Statutory provisions establish procedures for making that reimbursement. This bill would provide that no reimbursement shall be made pursuant to these statutory provisions for costs mandated by the state pursuant to this act, but would recognize that local agencies and school districts may pursue any available remedies to seek reimbursement for these costs. Vote: majority. Appropriation: no. Fiscal committee: yes. State-mandated local program: yes. The people of the State of California do enact as follows: Vote requirement Appropriation and Fiscal committee Bill text

6. The What, Who and Why of Lobbying • Who is a lobbyist? • An individual engaged to present the views of a group or organization to legislators. • Nonregistered

7. The What, Who and Why of Lobbying • Who is a lobbyist? • Registered • A lobbyist is an individual who: • Receives $2,000 or more in economic consideration in a calendar month • Communicates directly with covered officials • For the purpose of influencing legislative or administrative action FPPC regulation 2 Cal.Code Regs. § 18239

8. The What, Who and Why of Lobbying • Types of lobbyists • An employee lobbyist who spends one-third or more of his or her compensated time in any calendar month • A contract lobbyist who receives $2,000 or more in any calendar month FPPC regulation 2 Cal.Code Regs. § 18239

9. The What, Who and Why of Lobbying • Why are lobbyists needed?

10. Strategies for Effective Communication There are certain protocols to remember when communicating with legislators. Here are a few tips: Personal visits - When you visit your elected official: • Keep Group Small - Limit your group to 3 to 5 people. Agree in advance who will be the spokesperson to introduce the group and explain the purpose of the visit. • Be on Time - Make certain you reach your appointment on time, or a few minutes early. • Be Prepared - Be informed about your issue; know the bill number and author's name. Know what you want to say. Emphasize how the issue affects you and your members. Put your arguments in writing and leave them with the legislator. Also, know the names of all the elected officials who represent you. • Focus on Issue - Present your views politely, but persuasively. Use relevant facts. Bring an expert, such as a member with experience on the issue being discussed, to advocate your views.

11. Strategies for Effective Communication • Be Brief - Since legislators have extremely busy schedules, plan on getting your message across in 5 to 10 minutes at the very most. Don’t get sidetracked into small talk. Rather, defer small talk to the end of the meeting if it doesn’t directly relate to the message you are trying to convey. • Listen Carefully - Be ready to answer questions clearly. If you don't know the answer to a question admit it -- tell the legislator you will provide the answer later. Listen carefully to your legislator's viewpoint -- even if you disagree. • Press for Specifics - Find out exactly where your legislator stands on the issue. Ask what action he or she intends to take. • Report Back - Results of your visit are very important to CFT staff, particularly your lobbyists. Appoint a lead person who will report back to them. • Follow-up - Send a thank you note/letter to your legislator. Also include a summary of your position plus any other new information that supports your views.

12. Letter Writing Tips • Make sure your letter is timely. Write when legislation is pending in committee. • State reasons for your position. Tell how the issue affects you and your members. • Address letters to your own legislators or members of Congress, or to committee chairs. • Use your own words on your own stationery. • Identify bills by number and author. • Keep your letter short and clear.

13. Letter Writing Tips • Use the proper form of address

14. Role Playing Activity

15. Follow-up Activities • Communication • Newsletter; website; visits • Local contact • Legislative office • Activities • Rallies; award ceremonies; key events • Labor council • Labor council slot and participation • Research • Maintain news clippings, etc., regarding issues and member activity • Recognition • Send letter of thanks and awards when appropriate

16. Helpful Website Addresses LIRA = Legislative Interactive Realtime Advocacy *User name and password required. Call the Sacramento Office at (916) 446-2788.

17. The Difference Between Goals and Objectives • Goals are broad; Objectives are narrow. • Goals are general intentions; Objectives are precise. • Goals are intangible; Objectives are tangible. • Goals are abstract; Objectives are concrete. • Goals can’t be validated as is; Objectives can be validated.

18. Goal Setting • Make sure the goal you are working for is something you really want, not just something that sounds good KEY: When setting goals it is very important to remember that your goals must be consistent with your values • A goal cannot contradict any other goals KEY: We should continually strive to eliminate contradictory ideas from our planning

19. Goal Setting • Write your goal in the positive instead of the negative KEY: Part of the reason why we write down and examine our goals is to create a set of instructions to carry out • Write your goal out in complete detail KEY: The more information and research included in your ideas, the more clear the final outcome becomes

20. Goal Setting • By all means, make sure your goal is high enough • KEY: Shoot for the moon, if you miss, you’ll still be in the stars! • This is most important – write down your goals • KEY: Writing down your goals creates the road map to your success. Review your goals frequently, if you need to change a goal do not consider it a failure, consider it a victory as you had the insight to realize something was different.

21. Goal Setting Stay Focused Every time you make a decision during the week, ask yourself this question: Does it take me closer to or further from my goal. If the answer is closer to, then you’ve made the right decision. If the answer is further from, well, you know what to do.

22. Planning (A Roadmap to Success) Goal: Objectives: A. B. C. D. E. F. Activities A. B. C. D. E. F.

23. Planning (A Roadmap to Success) Activities – Action steps necessary to accomplish your objectives A. B. C. D. E. F.

24. Planning (A Roadmap to Success) Goal: Objectives: A. B. C. D. E. F. Activities A. B. C. D. E. F.