     A Capital Idea!


     Successful Strategies for
     Getting What You Want
     from State Government


*** have been included at each major heading for clarity


***Table of Contents


     Acknowledgments. . . . . . . . . . . . . . . . . . . . . . .
. .i

     Introduction . . . . . . . . . . . . . . . . . . . . . . . .
. ii

     What About Lobbying? . . . . . . . . . . . . . . . . . . . .
.iii

     How State Governments Are Different. . . . . . . . . . . . .
. iv

     Why be a State Level Advocate? . . . . . . . . . . . . . . .
. .v

Finding Information About State Government, Legislation, or
Regulationsvi

     How Legislators Get to Know You. . . . . . . . . . . . . . .
. .1
     Give your legislator an award . . . . . . . . . . . . . . .1
     Be there! . . . . . . . . . . . . . . . . . . . . . . . . .1
     Master the Media. . . . . . . . . . . . . . . . . . . . . .1

     Defining Your Issue or Problem . . . . . . . . . . . . . . .
. .2
     Stop! This is probably the most critical step . . . . . . .2
     In thinking about your issue or problem . . . . . . . . . .2
     Determine what action is needed.. . . . . . . . . . . . . .2
     Is all of this planning and analysis hard to do? . . . . .2

     Even More Homework . . . . . . . . . . . . . . . . . . . . .
. .3
     Identify the players. . . . . . . . . . . . . . . . . . . .3
     Timing is important!. . . . . . . . . . . . . . . . . . . .3
     Develop support.. . . . . . . . . . . . . . . . . . . . . .3
     Develop constituency support. . . . . . . . . . . . . . . .3
     Connections.. . . . . . . . . . . . . . . . . . . . . . . .4
     Know the opposition.. . . . . . . . . . . . . . . . . . . .4

     Tailoring Your Message . . . . . . . . . . . . . . . . . . .
. .5
     Keep it short and simple. . . . . . . . . . . . . . . . . .5
     Develop "talking points." . . . . . . . . . . . . . . . . .5
     Remember! . . . . . . . . . . . . . . . . . . . . . . . . .5
     Use everyday language.. . . . . . . . . . . . . . . . . . .5
     Strength in numbers: joining a coalition. . . . . . . . . .5

     Face-to-Face Meetings with Legislators . . . . . . . . . . .
. .6
     Before the meeting. . . . . . . . . . . . . . . . . . . . .6
     Make an appointment.. . . . . . . . . . . . . . . . . . . .6
     Try to meet with the legislator or agency director. . . . .6
     Be on time! . . . . . . . . . . . . . . . . . . . . . . . .6
     Always introduce yourself.. . . . . . . . . . . . . . . . .6
     Thank them for previous support.. . . . . . . . . . . . . .6
     Get down to business quickly. . . . . . . . . . . . . . . .6
     Stick to the topic. . . . . . . . . . . . . . . . . . . . .6
     Be specific, be clear and be simple.. . . . . . . . . . . .6
     Don't threaten! . . . . . . . . . . . . . . . . . . . . . .6
     Use personal stories or anecdotes.. . . . . . . . . . . . .7
     Questions.. . . . . . . . . . . . . . . . . . . . . . . . .7
     Ask what you can do.. . . . . . . . . . . . . . . . . . . .7
     Leave written materials.. . . . . . . . . . . . . . . . . .7
     Keep your commitments, and always return telephone calls
promptly.7

     Personalities, Personalities, Personalities. . . . . . . . .
. .8
     Mr. Bull Dozer. . . . . . . . . . . . . . . . . . . . . . .8
     Mr. N.O. Bucks. . . . . . . . . . . . . . . . . . . . . . .8
     Mr. U.A. Mazing People. . . . . . . . . . . . . . . . . . .8
     Ms. Jess Wright . . . . . . . . . . . . . . . . . . . . . .9
     Mr. I.M. Wrong. . . . . . . . . . . . . . . . . . . . . . .9

     Importance of Follow-up. . . . . . . . . . . . . . . . . . .
. 10
     As soon as possible . . . . . . . . . . . . . . . . . . . 10
     Continue to build the relationship. . . . . . . . . . . . 10
     Debriefing. . . . . . . . . . . . . . . . . . . . . . . . 10
     What should the next step be? . . . . . . . . . . . . . . 10

     Develop a Long Haul Approach . . . . . . . . . . . . . . . .
. 11
     Be prepared to work for as long as it takes.. . . . . . . 11

     If Trouble Strikes!. . . . . . . . . . . . . . . . . . . . .
. 12
You've made your visits and your phone calls. . . . . . . 12
Determine what level of action is needed. . . . . . . . . 12
     Continue the fight! . . . . . . . . . . . . . . . . . . . 12

     When It's Over . . . . . . . . . . . . . . . . . . . . . . .
. 13
     If you won. . . . . . . . . . . . . . . . . . . . . . . . 13
     If you lost . . . . . . . . . . . . . . . . . . . . . . . 13

     Communicating with Legislators . . . . . . . . . . . . . . .
. 14
     Letters.. . . . . . . . . . . . . . . . . . . . . . . . . 14
     Faxes.. . . . . . . . . . . . . . . . . . . . . . . . . . 14
     E-mail. . . . . . . . . . . . . . . . . . . . . . . . . . 14
     Telegrams, mailgrams, Political Opinion Messages. . . . . 14
     Telephone calls.. . . . . . . . . . . . . . . . . . . . . 14

     Appendix A: Mastering the Media. . . . . . . . . . . . . . .
. 15

     Appendix B: Successful Coalitions. . . . . . . . . . . . . .
. 17

Appendix C: The Do's and Don'ts of Advocacy Letter Writing . . 18

     That's All for Now . . . . . . . . . . . . . . . . . . . . .
. 20

***Acknowledgments

A lot of people had a hand in producing this guide. First, Carl
Augusto, President and CEO of the American Foundation for the
Blind, deserves our gratitude for allowing AFB's Governmental
Relations Group to undertake this project and for the two week
expense-paid vacation cruise for all of us which he has yet to
authorize.  Scott Marshall dusted off his speech notes, and added
some new ideas and fine tuning during the editing process.  Barbara
LeMoine, a former campaign worker and city alderman herself,
produced the original draft based on her years of experience in
producing training materials for AFB's annual legislative
workshops. Alan Dinsmore contributed his ideas gained through years
of experience as a lobbyist and as a former legislative staff
person, and; Denise Rozell, a veteran advocate and active coalition
member, provided valuable input. Mark Richert of the American
Council of the Blind improved this document with his perspective as
a consumer advocate, and Janet Crawford, our administrative
assistant, helped with proofreading and production. Finally,
special tribute goes to members of AFB's Task Force on General and
Specialized Services whose commitment to the protection of
specialized services for people who are blind or visually impaired
inspired this publication.

Thanks to you all!

Copyright 1997
American Foundation for the Blind
All rights Reserved.

American Foundation for the Blind
Governmental Relations Group
820 First Street, N.E., Suite 400
Washington, DC 20002
Phone 202-408-0200
Fax 202-289-7880
Email: afbgov@afb.org

September 1997
***Introduction

Congratulations! By reading this guide, you have taken the first
step to becoming an effective advocate in your state. Sure your
palms are a little sweaty, and your stomach feels like butterflies
are conducting a mating ritual. Relax! Someone has to stand up for
specialized services for blind or visually impaired persons in your
state (or whatever your particular goal is).  Why not you? As a
blind consumer, a parent, an advocate or a service provider, you
are an expert on blindness-related issues in your state. Even if
you don't consider yourself to be an expert, you surely know people
who are. You have an important story to tell to public officials,
whether they are members of the state legislature or state agency
personnel. You probably know ten times more about blindness issues
than most of the people you will be talking to. If you still feel
a bit faint of heart, just remember the Nike slogan:  "Just Do it!"
You will be surprised at what you can accomplish.


***What About Lobbying? Is it legal? Absolutely, thanks to the
First Amendment to the Constitution which states in part that "the
Congress shall make no law abridging the right of the people to
petition the Government for a redress of grievances." That having
been said, however, it is permissible for a nonprofit organization
to carry on lobbying activities, so long as they are nonpartisan in
nature. You and/or your organization may be required to register in
your state capital as a lobbyist. You must also report lobbying
expenditures to the IRS on Form 990 nonprofit tax return. If your
lobbying expenditures as a nonprofit organization are substantial,
you may also wish to make a Sec.  501(h) election with the IRS.
They will provide you with more specific guidelines and limits on
the amount of money you may expend on lobbying activities. Check
with your accountant or tax attorney for help on reporting lobbying
expenditures.

If you make a campaign contribution, be certain that it is made by
you personally, and not from your organization's funds. If you
receive state or federal funds, you clearly cannot lobby using
those funds. However, it is perfectly legal for you as a state or
federal employee to be asked to provide testimony or information
about your program or agency and to use state or federal funds in
providing such information. Just ask the office you are dealing
with to request your assistance in writing. If you are a government
employee, you should also check with your supervisor regarding any
state restrictions on lobbying activities.

***How State Governments Are Different

For the most part, the advice in this guide is applicable to your
dealings with both the U.S. Congress and your state legislative
body.  There are, however, some important differences between the
U.S. Congress and your state legislature--differences which can
affect your approach and success at influencing either body.  All
states, except Nebraska, which has a nonpartisan, unicameral
legislature, have bicameral legislatures designed along the lines
of the U.S. Congress. They have an upper chamber (usually a state
Senate) and a lower chamber (usually a state House or Assembly).

States like California and New York have large full-time
legislative bodies with numerous committees and large staff, not
unlike the U.S. Congress.  However, most state legislatures are
considerably smaller, both in numbers of elected members and staff.
Some states have part-time legislatures which meet annually or
biannually sometimes for thirty days or less.

Because state legislators usually do not have large staffs, they
may be more directly accessible to constituents. Your state
Assemblyperson may be your next door neighbor or local hardware
store proprietor. You may meet them in the supermarket or at your
place of worship. For these reasons, there is a greater likelihood
that you will be able to relate to your state legislator on a more
personal level than your House or Senate member in Washington. 
Remember, though, that if they do not have staff, they will be very
busy. Make a little time count for a lot.

Legislation moves more quickly on the state level. Procedures are
less formal than on the federal level, but knowing the legislative
process, or knowing someone who knows the legislative process, is
critical when working in either venue. With shorter legislative
sessions, a bill may move quickly from concept to final passage
which means that you may not have a lot of time to mobilize
constituent support or opposition.  Although you may see quicker
results from your advocacy efforts, in most instances you will have
precious little time to work. Accordingly, what you have done
before the legislative session begins-- good old fashioned
preparation--becomes even more critical.

***Why be a State Level Advocate?

An 1866 court decision stated that no man's life, liberty or
property are safe while the legislature is in session! With less
federal government control over the delivery of social services,
states will play an increasing role in determining eligibility and
frequency, location and types of services.  Government downsizing,
departmental reorganizations, changing in funding priorities, or
simple funding cuts can affect the delivery of vision-related
services in your state, sometimes almost overnight! As states take
greater fiscal and programmatic responsibility, your voice as an
advocate will be even more critical. This shift in focus to state
legislatures and state government agencies will increase the need
for grassroots activity at this more local level where constituents
are closer to legislators. Legislatures have the responsibility to
not only pass new laws, but to oversee the effectiveness of
existing programs. This is yet another reason why you need to be an
effective state advocate.

Don't be daunted. Remember you are an expert on what you want or
need from state government. Advocating for what you want may seem
complicated at first, but it's really a simple process of people
communicating with people.

It's also a lot of fun!  So let's get on with some of the tricks of
the trade!

***Finding Information About State Government, Legislation, or
Regulations

Your state legislature may have a library that publishes a state
government manual or has information about members. In this day of
electronic information dissemination, many states have web pages
that contain information about government structure, services, and
personnel. Some legislators might even have their own web page!

Your local public library may have information on your state
legislature, its members and its history.

Inquire at your local public library, check the government listings
in your local telephone directory, or call your local registrar of
voters to find out who your state Senator or Assemblyperson is.

Each chamber should have a clerk or a secretary who can provide you
with information about members or the legislative process. If your
state legislature has a committee system, committees may publish
schedules or news bulletins. Ask to be put on the mailing list of
those committees that work on your issues. If your own
representative or Senator publishes a newsletter, ask to be put on
the mailing list. Remember that a friendly staff person, including
a secretary, can be an invaluable source of inside information. 
Cultivate your information sources; do not overuse them, and treat
your staff connections with courtesy and respect.  You will be
surprised how much a smile and a "thank-you" will bring you by way
of important information about matters such as pending bills,
timing, information about your supporters and opponents, and much
more.

Invite your state Delegate and/or state Senator to a meeting to
discuss how the legislative process works.

State governments usually are required to provide public notice of
their rules and regulations. Check to see where such material is
published in your state.  You may be able to subscribe to a state
publication, much like the Federal Register, which lists proposals
or changes to state rules and regulations.

Another often overlooked source of information and assistance are
colleges and universities. Frequently, a law school or political
science department may assign students to work on legislative or
public policy projects. Their work is usually a part of the
student's degree program and is available to you at no cost.

***How Legislators Get to Know You

Advocacy is a person-to-person business. Introduce yourself to your
state legislators and their staff. Try to make your initial contact
before a crisis strikes. You and your issue should always be
visible to the legislator, but don't be a nuisance about it.
Volunteer for campaigns. Let them know who you are. It's a great
way to get known by legislators and their staff. Personally make a
campaign contribution, or stuff envelopes if that is what is
needed. In a state campaign every job is important.

Give your legislator an award, and be sure to create a photo
opportunity or media event around the presentation. Invite a
legislator or member of their staff for a tour of your agency or
school. Organize a candidate forum to discuss issues of importance
to your constituency. Don't be reluctant to involve yourself in
other people's issues--you may gain a future coalition ally and any
opportunity to interact with your elected officials may benefit you
and your cause in the future.  Offer information or help on
constituency services. Members' offices frequently receive
questions from constituents with vision problems. The office will
be grateful to have your agency as a referral resource.

Be there! Keep a presence in the capital, if possible. A
representative of your organization located in the capital would be
ideal. If that's not possible, open a post office box with a
capital address, maintain a toll-free number or a local answering
service to take messages. Above all be accessible- -return
telephone calls promptly and make every effort to provide
information when it is requested.  The easier you can make the job
of the legislator or staffer, the more likely they will be willing
to help you. Remember, too that every problem or injustice does not
necessarily carry with it a legislative solution. Sometimes what
you want to accomplish is a legal matter or is otherwise outside
the control of the legislator's ability to impact. Your legislator
is a public servant, not a miracle worker.

Master the Media. Use local radio, television, newspapers, and
other publications to educate legislators about your issue.
Cultivate relationships with local reporters, especially those who
are on the political beat. Appendix A has some additional tips on
working with the media.

***Defining Your Issue or Problem

Stop! This is probably the most critical step in the advocacy
process, and a step which even professional lobbyists sometimes
forget to take. Before you call or meet with a legislator, identify
the issue clearly in your own mind.  If you cannot explain your
issue or problem to your Mother in terms that she can understand,
you will have difficulty communicating what you want to a
legislator.

Consider the overall environment--fiscal and political--in which
you will be advocating.

Test the political climate
     * Is your state conservative or liberal?
     * Are there opposing special interests at work?
     * Is state government being reorganized or downsized in a
manner that affects your interests?
     * What is driving such an effort--money, politics, greater
efficiency?

Test the economic climate.
     * Is your state making draconian cutbacks when you are seeking
a sizable increase?

How can you "spin" or explain your issue in relationship to these
environmental factors.

In thinking about your issue or problem, consider such things as:
How critical is it? Do you need immediate action, or do you have
the luxury of time? Is the fight worth the expenditure of time and
money? Who will be for you and who will be against you? Who will
you alienate, and are you willing nevertheless to pay the "price"
which such alienation may involve?  Don't waste resources on issues
that have no realistic chance of success. Don't kid yourself--
remember that your zeal and enthusiasm may cloud your good judgment
and may result in your overlooking the realities of the situation. 
Try your best to analyze your problem or issue and your likelihood
of achieving the result you want from the perspective of an
objective, disinterested observer.

Determine what action is needed. Do you need legislation to create
a new program or to amend an existing program? Do you need to
change policy set by a state agency? Clearly define what you want
the legislator to do. They are not mind readers, and should not be
expected to devise a solution for you.  This is not to say that a
legislator cannot help you find a solution to your problem. You
must take the lead in deciding how the legislator can help you.

Is all of this planning and analysis hard to do? Not really--time
consuming maybe--but your strategic approach distinguishes you from
less experienced, and undoubtedly less successful, advocates.

***Even More Homework

Identify the players. What committee of the legislature has
jurisdiction or responsibility over your problem or issue. Do you
have friends or staff connections on the right committee?  If not,
would changing language in the bill or proposed legislation result
in its being referred to another committee--perhaps a committee
where you do have friends and connections? Find out which members
are on the committee of jurisdiction. Some complex bills are
referred to more than one committee. What state agency administers
the program(s)? Who are the members of the agency staff? Do you
have or can you find a champion in the legislature or in the state
agency? Research the background of the legislators. Does anyone
have a particular interest in blindness?  State government manuals,
agency directories, or personal biographies may be helpful.

Timing is important! Did you plan for this issue or did you get a
phone call from a colleague telling you it just appeared out of
nowhere attached to a bill on the ecology of a wildlife preserve?
If the legislative session in your state is short, you need to move
quickly. If it is near the close of the legislative session, you
may have to wait until the next session begins before legislation
can be introduced. This will determine if or when your goal can be
achieved and how much time you have to develop your strategy and
mobilize your constituency.

Develop support. Cultivate sources of information within your
state. Build your political intelligence network. Who are your
allies and who are your opponents? Who else is interested in your
issue, especially if these other potential allies are perceived as
not having a personal ax to grind?

     Good allies include:

* members of churches or other places of worship * members of Lions
or other service clubs * other disability organizations
     * other organizations (Common Cause, AARP, League of Women
Voters, a community group, etc.)

Develop constituency support. Find out how the issue affects your
constituents.

     * Consumers
     * Professionals
     * Students/parents

If you are a professional, be sure to involve consumers and parents
early on in your advocacy activities, preferably before a crisis
strikes. A knowledgeable consumer or parent can be a very
effective, and equal, advocacy partner.

Organize your grassroots advocates. Conduct issue briefings and
advocacy training. Try to communicate as much as possible with your
grassroots constituents. If you keep them informed and interested
in your issue, they are more likely to respond when you need them.

Connections. Look for common links between your allies or
constituents and legislators. Do any of your friends and colleagues
know any of the members of relevant committees in the legislature
or any key agency staff members personally? Is anyone a constituent
of a member of the jurisdictional committee? Are they willing to
write letters, make phone calls, or accompany you on personal
visits?

Do any of the legislators have a spouse, child, or other family
member who has a disability (especially blindness or low vision)?
Other, sometimes not so obvious, connections include religious
affiliations, school and alumni associations, professional and
trade associations, or club memberships. One state advocate we
know, knows his state Senator because they both frequent the same
coffee shop.

Know the opposition. Who are your opponents? Research their
background. Are they influential? Are they a special interest group
who may have access to legislators? Learn their arguments and
develop responses. Opposition does not equal enemy. Don't write
them off. Differences may be negotiable. They may be future allies
on some other issue. Above all, don't lie about or badmouth your
opposition. How you conduct yourself when faced with opposition
speaks volumes about you as a credible, reasonable advocate.

***Tailoring Your Message

Keep it short and simple. Before calling your Mother to test your
message, list for yourself the strengths of your position. How can
you exploit them?  Next, list the weaknesses of your position and
don't kid yourself into thinking that there are none. How can you
minimize these weaknesses?

Develop "talking points." "Talking points" are clearly-written,
simply-stated facts about your issue that can be a valuable asset
in your advocacy efforts.  You can use them to support your
position when meeting with legislators. You may also choose to use
them as the handouts you leave.

Remember! Generating endless position papers or talking constantly
about an issue doesn't equate with success. A position paper or
fact sheet is not your Ph.D. thesis, and if you spend too much time
writing and polishing it, the legislation in question may already
be passed before you even get the opportunity to present your
views.

Busy legislators don't have time to read lengthy material. A
bulleted list (preferably one page) of major talking points can
give them the basic information they need to understand your issue.

* Briefly enumerate the strengths of your position.  * State facts
that counter your opponents arguments.

Use everyday language. Avoid the jargon of your profession or field
(unless you have defined the terminology). Written material should
be easily read and understood by the legislator and your Mother.
However, don't talk down to the legislator--assume that they or
their staff person is a reasonably intelligent human being.

Strength in numbers: joining a coalition. Consider working in
coalition. This is always a "balancing act" between what you gain
from the coalition activity vs. the time, work, or money expended. 
For example, you may be asked to support a coalition partner on an
issue you don't care about. This is the quid pro quo for his
support of your issue. (See Appendix B for examples of two
successful coalitions)

Do any of your allies have experience in the field or in advocacy? 
Do they have money or staff that can help pick up the load? Do they
have a strong constituency or do they have powerful connections?

Establish in advance some working rules which will govern your
coalition activity in order to avoid misunderstandings in the
future. Respect others' good names. Don't speak for them without
checking with them first. Review documents on which your name will
appear. Above all, communicate, communicate, communicate!

***Face-to-Face Meetings with Legislators

One of the most effective ways to influence the decisions of
legislators is in face-to-face visits. Frequent contacts are
necessary to associate your face and name with your cause.

You guessed it! More preparation.

Before the meeting. Plan the meeting and develop an agenda to cover
all the points you wish to make. Pick just one or two issues to
discuss.

If your are meeting with a group, agree on the presentation and
each participant's role. Assemble your material.

Make an appointment. State the subject you want to discuss, the
time needed to talk (usually no more than 10-15 minutes), and
identify any other individuals who will attend. Be sure you will be
meeting with the appropriate person. If you drop by without an
appointment, you may have to wait. You may also force them to
postpone something else or feel rushed, thereby creating negative
feelings before you begin.

Try to meet with the legislator or agency director. But don't be
upset if a legislator or agency director cannot see you personally
and asks that you meet with an aide. Treat the aide with the same
respect and courtesy that you would extend to their superior. A
staff member is in a position to advance your cause.

Be on time!

Always introduce yourself. Also introduce members of your group,
even at a second or third meeting. Don't put the legislator or the
agency staff member in the awkward position of having to grope for
your name. If possible keep the group to no more than three or four
people.

Thank them for previous support.  Legislators like to know that you
know of their record. If you don't know the record, thank them for
meeting with you.

Get down to business quickly. Begin on a positive note. State the
bill number, title and author, or state the issue, your position,
and what you want them to do.

Stick to the topic. If you are visiting in a group, stay focused on
the agreed-upon topic to avoid alienating either the legislator,
who may have prepared only for the particular topic, or the other
members of your group.

Be specific, be clear and be simple. Provide information about how
this issue impacts their constituency or people throughout the
state. Present the facts in an orderly, concise, positive manner.
Use terms of art and explain them, if necessary. Avoid jargon. Use
fact sheets, charts, statistics, etc. If you don't know the answer
to a question, tell them that you don't know, but will obtain the
information and get back to them. Ask for favorable consideration.

Don't threaten!

Use personal stories or anecdotes. Remember, your job is to
persuade...and a personal story will leave an image that the
legislator will remember when they vote on the issue.

Questions. Encourage questions and discuss them. Do not lie or make
up answers to questions. For questions you cannot answer, tell them
that you will get back to them.

Ask what you can do. Ask if you can provide further information,
arrange a tour of your facility, or offer to facilitate a meeting
with other experts.

Leave written materials. Don't underestimate the added power of
your message when it is presented in black and white.  Be sure to
leave your name, address and phone number and who to contact if you
are unavailable.

Keep your commitments, and always return telephone calls promptly.

***Personalities, Personalities, Personalities

In other words, don't let your own ego or need for recognition get
in the way of what you are trying to accomplish. Always remember
that you are trying to convince someone else to do what you want
them do to. The reward to that person is recognition or
credit--don't confuse this with your own performance as an
advocate.  If your lobbying target adopts your point of view, takes
on your cause with gusto, and thinks it was his idea in the first
place, inwardly congratulate yourself on being an effective
advocate.

As with any other human interaction, you may not always like the
legislator or staff person you are dealing with.  Some of your
targets will be delightful people with whom you may become personal
friends in the future; others will drive you crazy with their
uncontrolled egomania, lack of interest in your cause, or
know-it-all attitude.

Legislators and their staff are people, too. They bring to their
work the same biases, misconceptions, stereotypes, and insights
possessed by the general public. Don't assume that they will be
sensitive to blindness or disability issues.

Your job is to stay cool and remain focused on what you want to
accomplish.  This may be very difficult to do, since some
legislators and staff persons are experts at diverting you from
your mission. Here are some techniques you can use when dealing
with difficult people. Maybe these approaches will even work with
your boss!

Mr. Bull Dozer believes he already knows everything about your
issue and has the solutions all figured out. He may try to bully
you, explode at you, or bombard you with facts and figures in an
attempt to get you to agree with him.  You may feel inadequate,
frightened, and ready to retreat but standing firm in these
circumstances is helpful. If you are confident of your position,
you can have an impact on Mr. Dozer. Be prepared with your facts
and figures. Maintain eye contact; don't allow Mr. Dozer to
intimidate you. Stand up to him but do not be drawn into a debate;
make your point forcefully without worrying about being excessively
polite. Your firmness can win Mr. Bull Dozer's respect.

Mr. N.O. Bucks is a negative person who would like to help you as
long as it does not cost money. In a group meeting, such a person
can sap everyone's energy. To counter his influence be prepared
with a lot of background information on the feasibility of your
proposal, alternative funding sources, and the like. Make an
optimistic but realistic statement or proposal. Try to engage Mr.
N.O. Bucks in your cause by asking him to help you solve the
problem. Be alert to distinguishing between a person who is giving
you his honest analysis and one who is looking for a quick way to
get you out of his office.

Everyone likes a compliment, but Mr. U.A. Mazing People goes
overboard about the courage, dedication, or self-sacrifice of blind
people or the professionals who serve them. He will wax eloquent
about how wonderful "you people" are and before you know it, you
are wasting precious time answering questions about "How do you do
that?" instead of presenting your arguments.  Don't fall into this
trap. Acknowledge the compliment but then quickly move on to your
agenda. Keep the conversation focused on the issue at hand, not on
such alluring but extraneous topics as how a blind person reads his
watch, how handsome and well behaved his dog guide is, or how
people with a visual impairment negotiate the subway. If necessary,
make another appointment to talk about these topics.

You will have a wonderful meeting with Ms. Jess Wright, a staff
member who is agreeable, smiling, and supportive. Or so you think.
She is merely reflecting back what she thinks you want to hear and
will not accomplish anything with her boss for you. Reassure such
agreeable people. They often do not like to say no. Many have a
need to be liked by everyone. Try to get Ms. Wright to stop being
so acquiescent by asking about potential problems or political
pitfalls to your position. In that way you may be able to learn
what she really thinks. Ask open-ended questions and set reasonable
deadlines for action.

This strategy can also work with people who tend to be silent and
unresponsive head nodders or blank starers, who just will not say
anything. If you can stifle your own urge to fill the awkward
silences, they will probably open up eventually.

Finally, Mr. I.M. Wrong is always going to be wrong on the facts
and you are going to have to correct him. Do so gently, without
discrediting or embarrassing him. State the facts as you perceive
them. Don't argue.  Acknowledge that there may be other solutions
that neither of you has considered. Always make clear, however,
that your organization or other colleagues must agree to any
counterproposals, unless you know you are in a position to make
such an agreement.

Don't be intimidated by these personality types. The staff person
you find to be most obnoxious may just be having a bad day. After
all, you, too, were probably ready to kick the dog the day you
learned that your kid needed $10,000.00 in braces. Legislators and
their staffs are just people, too.

***Importance of Follow-up

As soon as possible, send a written thank you, recapping key points
covered during the meeting.  Identify follow-up steps to which you
or the legislator committed, and ask for a reply requiring a
substantive response, e.g, a status report on the bill, a copy of
an amendment, voting record, etc.

Continue to build the relationship after you return home.

Debriefing. Set up a debriefing shortly after your visit What went
well? Make a list together. Give everyone a chance to offer their
impressions--good and bad.

Did the legislator/staff person appear bored, hostile, encouraging,
non- committal, distracted, uncomfortable? Was this due to their
personal interest in the issue, or to other circumstances (such as
interruptions, an upcoming re-election campaign, etc.)? How did you
tell? Body language? Words? Length of the meeting?

Does the legislator or staff person have a relative or friend with
a disability?

Brief other interested groups about the legislator's position.

What should the next step be?

     * a letter-writing campaign
     * a press story about this visit
     * a visit to the Member by other citizens
     * an invitation to the Member to visit your agency or school
     * an invitation to the Member to meet with your group or a
district group that may have more influence with them?

***Develop a Long Haul Approach

Be prepared to work for as long as it takes. Legislative change is
by its nature incremental, i.e., more often than not, changes in
law are made gradually over a period of time. You may not get all
that you want the first time you try. Accordingly, you must resign
yourself to the fact that change does not always happen as quickly
as one might like.

Is your legislation controversial? If it has powerful opponents
they could slow down or even stop the legislative process. Learn
their arguments and respond. If your legislation is a major
departure from current law or if it's landmark legislation it may
take longer to work its way through legislative drafting, hearings,
testimony, amendments, mark ups, and votes.

***If Trouble Strikes!

You've made your visits and your phone calls and the process is
under way. You get a call from an ally telling you that a carefully
crafted deal is starting to come apart. Act quickly. Define the
problem and what's driving it.

     * Strong opposition: big business; trade or professional
organization(s)? other disability group(s)?
     * Money: is it a "budget buster?"
     * Politics: does your issue threaten a politician's pet
project? do they have ties to your opponents?
* Personalities: is a legislator strongly opposed?  * Systemic
change?
     * Taking on too big an issue?; a need to trim to size.

Determine what level of action is needed. Refine your message. Do
you simply need to make a phone call or write a letter or do you
need to schedule face- to-face meetings with key legislators to
head off opposition or shore up your position? Respond!

Continue the fight!  You may lose a battle--that doesn't mean
you've lost the war. The legislative and regulatory processes have
several steps. You may have other chances to get what you want.
Determine what went wrong and at what stage of the process it
happened. Do you need to go back to the legislature or the state
agency? Work out a solution. Provide more information if necessary. 
Mobilize your grassroots.

***When It's Over

If you won be sure to say "thank you". Address your letter to the
legislator but acknowledge the work of any staff member with whom
you worked. Thank allies or your own staff who helped you achieve
victory. This may be a good time to present your legislator with an
award. Remember you probably will need their help on other issues
during future legislative sessions.

If you lost be a gracious loser! You may need a legislator's help
in the future. Thank any legislator who helped you; acknowledge the
assistance of any staff member with whom you worked. Thank allies
or your own staff who worked with you.

***Communicating with Legislators

The following are several ways in which you can communicate with
legislators.  No one way is better than another; fit the form to
the circumstances.

Letters.  Unless you can have them delivered by messenger, send
letters by mail only when you have the luxury of time. Allow a
minimum of one week when you mail them. Internal mail handling
systems can slow down delivery.  (Appendix C offers some useful
tips on how to write an effective advocacy letter.)

Faxes. Fax letters when you need to get information to legislators
when timing is critical. Be sure that the name of the recipient is
highly visible. Mark the fax urgent if the information needs to be
seen immediately. Use a boldly designed cover sheet that will get
attention.

E-mail is a quick and easy way to get your message across. However,
do not use it unless you know that the legislator accepts e-mail
messages from non- constituents and checks their e-mail regularly.

Telegrams, mailgrams, Political Opinion Messages.  These forms of
communication are good when time is of the essence and your message
is short.  Check with Western Union regarding special discounted
rates for Political Opinion Messages and for delivery times.

Telephone calls.  This is a good way to check in or to pass along
information at the last minute. Remember, legislators and their
staff are busy people.  Keep your conversation as short as
possible.

***Appendix A: Mastering the Media

Define your news.  Focus. What do you want people to know? You
can't make every point every time.

Compile a press list. Include print and electronic media and a
contact person for each. Include a variety of departments.
Different news is suited to different departments. Use the
telephone yellow pages, your own knowledge of the community, and
press lists of other organizations. Update the list regularly.
Include fax numbers and e-mail addresses.

Preparing a press release. Prepare your press release on your
letterhead.  Include the date of issue, a release date/time and a
contact name and phone number. Make your headline succinct and
informative. Use 1   inch margins, indent paragraphs five spaces
and double space the text. If a release runs more than one page use
the word "more" at the bottom of each page and a shortened version
of the headline on the following page, Type --30-- (the media's
code for "The End") at the bottom of the release.

Who? What? Where? When? Why? Your first paragraph must answer at
least two of the five W's and should be quotable. The second
paragraph should answer the other W's. Pick your priorities
carefully. Releases should be long only if you have a long story to
tell. Put important information first. Always include the title or
description of the person you are writing about; include the names
of all note-worthy participants. Never editorialize in a news
release. Have a standard closing paragraph, stating succinctly the
purpose of your organization. The press release should be in the
hands of the media approximately one week before you want it
published. Follow up with a phone call. Don't badger. Just ask if
they received the release and if they need any additional
information.

Letters to the editor. Be brief and focus on one issue. Include the
date and title of any relevant article or editorial. Ask readers to
contact their legislators about the issue. Give your address and
phone number. Most newspapers verify authorship before they print
a letter. Clip your published letter to the editor and mail or fax
it to relevant legislators.

TV and radio stations may air public service announcements (PSAs)
free to community organizations. Because PSAs are heard, not read,
they must be interesting, clear, and brief. All the information
must be provided in 30-60 seconds. PSAs can be used to announce
upcoming events; announce a project; identify an issue and explain
why you have chosen to be involved. Allow more advance time for a
PSA than for a press release. Be sure to follow up.

Radio and TV news interviews Be Brief. Chances are they will only
use 20 to 60 seconds. Get the important points in quickly and with
punch. Don't ramble.  Speak clearly and firmly, but be natural.
Don't sound rehearsed or as if you are reading, even if it's a
prepared statement. For TV, don't stare at the camera. Talk to the
reporter in a casual conversational style, but be brief and
positive. People watch TV in their living rooms. Act as if you're
talking to someone in the room. Don't stare downward. Look as neat
as possible, even if you're outdoors.

Other media options. Talk to features editors at your local papers
and to the editors of disability-related papers. They may be
willing to write, or to allow you to write, a longer article about
the issue. Publish announcements of upcoming events, volunteer
requests, synopses of the issues, and results of candidate surveys
and interviews in newsletters and bulletins. Television and radio
talk shows, community service programs, and local cable channels
can provide an ideal opportunity to talk about the issue. Invite
reporters to attend and cover events such as issue and candidate
forums.

***Appendix B: Successful Coalitions

Alliance of and for Visually Impaired Texans

The Alliance promotes interorganizational collaboration,
communication, shared resources, and combined efforts to improve
the lives of many individuals with visual impairments.

The Alliance consists of approximately 28 member organizations
representing private agencies, membership organizations, and
companies which operate in Texas. The organization consists of six
standing committees: Membership; Communication Network; Fund
Raising; State Policy Monitoring; National Policy Monitoring; and
Master Calendar.

For further information contact Dr. Karen Wolffe, Chairperson,
Alliance of and for Visually Impaired Texans, P.O. Box 341,
Manchaca, TX 78652.

Joint Action Committee of Organizations Of and For the Visually
Impaired (JAC)

JAC promotes cooperation of action among organizations of and for
the visually impaired to most effectively enhance and protect the
quality of life of children and adults who are blind or have low
vision. They believe that joint action greatly increases resources,
information and influence with respect to issues of vital concern
to all member organizations.

JAC consists of approximately 29 organizations representing blind
adults, parents professionals, agencies and providers of aids and
technology.

For further information contact Jane Vogel, JAC Chair, 10910 San
Leon Avenue, Fountain Valley, CA 92708, 714968-2259.

Both organizations provide a forum for discussion for individuals
with diverse backgrounds and common interests; maintain a
communication network alert system; collect and distribute
information regarding legislative issues; provide information to
public policy makers; and promote growth and awareness among member
organizations.

***Appendix C: The Do's and Don'ts of Advocacy Letter Writing

Letters are the barometers that measure political interest. Letters
are counted, and they do count! Not just any letter is influential.
Just as people at the grassroots level have become more organized
in their letter writing campaigns, legislators have become more
savvy in distinguishing a drummed-up letter from an expression of
personal concern. So, it is especially important that your letter
be personal, thoughtful, specific, and concise. Your letters should
be written with the expectation that they will be read by someone
of intelligence, but who is usually much less well-informed than
you are on your particular issue.

Here are some do's and don'ts to consider in writing a convincing
letter.

Do . . .

Spell the legislator's name correctly and know his/her appropriate
title (Representative, Senator, Delegate, Commissioner, Director,
etc.) All elected and appointed officials should be addressed as
"Honorable."

Write as an individual constituent. Because legislators pay the
most attention to personal letters from their constituents, it is
important that your letter express your own views. To make this
clear, it will help to use personal stationery rather than a
postcard or form letter; express your views in your own words
rather than those of another; and refer to previous communications
with the member, if possible.

Write one page or less. Legislators are so busy, they do not have
much time to read through a long, involved letter in order to
discover your point. If your letter is limited to one page, they
can scan it quickly. If you have more information than will fit on
one page, include it as background material, clearly marked as such
and attached to the letter.

Cover only one subject and clearly identify it as such. For
example, at the top of the page write, "Re: (name of bill or
issue)." This will speed up the routing of the letter in the
office. If you have more than one subject which you would like to
cover, then write a separate letter for each one. Separate staff
often cover separate issues.

Be as specific as possible.  Regardless of what you are writing
about, be as specific as possible in describing it. If it is a
particular bill, try to refer to its number, the person who
introduced it, and what it will do.  Similarly, if you refer to the
legislator's position, it will demonstrate your specific interest
in his/her actions. Show as much knowledge as you can, but don't
hesitate to write merely because you are not an "expert."

Make your letter timely. Legislators will appreciate having your
views and information while the issue is before him/her.

Ask the legislator to do something specific. It is important to ask
for a specific action such as, "Please vote for (or against)
[number of the bill]" or "We recommend the following changes to the
proposed priorities."

Include your name and return address on the letter.

Hand write letters if they are legible; otherwise type letters.
Write each legislator individually, avoiding photocopies or
carbons. Braille letters are fine if accompanied by a print
transcription of the letter. Some legislators may not be able to
transcribe your letter or reply in braille. This will delay their
response to you.

Use this generic outline:

     I.   Indicate who you are and the purpose or nature of your
problem or request. If you are a voter in a legislator's district,
mention this in your letter.

     II.  State specifically what you want the legislator to do
about your problem or request.

     III. Indicate why it is important to you that he/she takes
action regarding your problem or request.

     IV.  Put a "hook" in your letter. Ask for something that
will require a substantive reply to your letter or communication.
For example, ask a legislator if he/she is a cosponsor of
legislation, ask for the status of pending legislation, or ask
agency staff for the timetable for issuing regulations.

     V.   Indicate your thanks, reiterate your most important
message, and say that you expect a response.

Don't . . .

Write letters that demand the legislators cooperation.

Write a chain letter or form letter.

Threaten a legislator with defeat at the next election.

Become a chronic letter writer. Choose your issues wisely.

Use the legislator's first name in the salutation of your letter
unless you know them personally.

Don't be discouraged!!!!! You may not always receive a substantive
response to your letters or communications, but following these
suggestions will increase the chances that you will be heard
effectively in your state capital.

***That's All for Now

The purpose of this guide was to give you a "quick start" on your
state level advocacy activities.  Most of the other things you will
need to know you will learn by doing or from a more experienced
friend or colleague.

If you are interested in learning more about advocacy in the U.S.
Congress, you may be interested in purchasing our new video and
study guide entitled "Brief Encounters of the Right Kind: A Toolkit
for Advocates" available from AFB Press (800-232-3044).

Please let us know if there are additional topics you wished we had
covered in this guide.  We are also interested in hearing about
your advocacy successes and failures. It's okay to exaggerate your
successes a little, and lie a bit about your failures. 
Professional lobbyists do that, too, and no one will ever know
until your memoirs are written! Seriously, though, we all can learn
from each other's triumphs and mistakes.  .

Until the next edition of this guide, good luck and may you always
get what you want from your state government!

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