One of the roles of a professional support institution can be to act as a representative of the views of its members. This representation can be to government, other official bodies such as Chambers of Commerce or any other external body whose work impacts the lives of the institution's members. Lobbying is a more forceful or directive form of advocacy and means pre-actively impressing ones views on others. Networking is subtler and is more about building long lasting relationships with public bodies that are based on mutual support and help.
Some form of public visibility and position on subjects relating to the mandate of the institution will be necessary. For example: improving the public image of professional groups, improving visibility and support for events or projects, being invited to see legal drafts and concepts before they are finalised and passed to decision taking, etc. The spokesperson of the institute, the person usually approached by the media or external bodies, will normally be either the President or the Information and Communications Director. It is, therefore important to choose these people carefully. They should not be using their position in the institution to conduct either a one-person crusade or an expansion of their personal consulting business!
The spokesperson(s) must be sensitive to the views of the institution's members and to how their words and actions will be perceived by others. There is a risk that they can otherwise destroy the institution's reputation and credibility. Successful advocates or networkers learn how to structure and depersonalise their messages and create space for dialogue - in other words they do not push their targets into a defensive corner.
a) Obtaining a mandate from members
The mandate and mission of the spokesperson(s) should be established at the General Meetings of the institution. At this event the following should be discussed, voted on and recorded in the minutes:
§ Whether the institution will engage or refrain from political activities
§ The institution's position on key local, national and international issues related to its role and objectives and that impact on its members activities.
§ Which other bodies should be approached with a view to forming alliances, self-help groups, referral networks, resource exchange partners, etc.
§ Which media formats should be approached by the spokesperson and how.
§ The allocation of budgetary resources towards networking and lobbying activities.
The mandate should be time-limited - usually to a maximum of one year.
b) How to start
From the outset it is important to provide high quality information, at the right time and in the right way. If this is achieved the institution will be respected consulted and will be able to influence some events. Draft and agree in the General Meeting a statement that reflects the activities and aims of your institution. This becomes in effect, your institution's visiting card and brochure.
· Depersonalise the message
· Structure the message and plan into the future to group each thrust into a concerted direction
· Be positive, concise and constructive
· Avoid a long list of issues - give your statements a hierarchical structure - summarising the whole message into three key headline points at the most
· Avoid simple complaints (in public) without suggested remedies
· Ask for information and reasons behind decisions - usually there is more than one equally valid point of view
· Create a channel for dialogue and information separate from that of the spokesperson
· Ensure the quality and accuracy of the information you give is always the highest order - check your sources, do not repeat rumours or hearsay, rigorously confirm any statistical or written information you are given before repeating it.
· Find out about the timetable of government institutions and other bodies that impact on your members' activities or your institution's work. Ensure that messages are sent to them to allow time for circulation amongst their board before key meetings. Ensure that local co-ordinating bodies, such as Chambers of Commerce, know of your planned activities for the forthcoming six months to one year.