State Government Affairs Advocacy Guide: Psychologists’ Voice For Quality Care
California Psychological Association (CPA) 1022 G Street Sacramento, California 95814 (916) 325 –9786 www.calpsychlink.org Dear California Psychologist:
CPA is a grassroots organization that makes it a priority to educate its members to be effective legislative advocates. CPA understands the importance of a strong government affairs program. Government affairs, or “lobbying” are usually considered to be dirty words that most would like to keep at arms length. The fact of the matter is that government affairs affects both your patients and the stability of your profession. The list of professions protecting the rights of their members in California is endless, from the California Medical Association to the California Psychiatric Association. With a strong government affairs program CPA will increase both membership and its voice.
CPA is a statewide organization that is built on the grassroots foundation of its local CPA Chapters. To be heard and to be credible, CPA must speak to elected officials from its grassroots. Elected officials pay special attention to their own constituents. Constituents, or voters, are the backbone of politics. No elected official can survive without voters. The power of grassroots lobbying is to utilize individual voters (psychologists) across the state to create a favorable environment for psychology’s legislative agenda.
While CPA continues to maintain a strong presence in Sacramento, Chapters must also make their voices heard in their communities. CPA’s Chapter structure provides an extraordinary opportunity to affect policy and regulatory decisions at the state and local levels. Becoming involved in the legislative process means that you are concerned about legislation affecting psychology and that you care enough to attempt to influence it. As a psychologist, you are in a unique position to offer advice to lawmakers about specific legislation affecting psychology and mental health.
It is my strong hope that this Guide will allow CPA to effectively organize, motivate, and mobilize its membership to become legislatively proactive. This Guide was developed for Chapters to develop and maintain contact with elected officials as citizens and advocates for psychological science and practice. The Guide will show Chapters how to do this in a way that will not require psychologists to learn all the subtleties of public policy making or make it a full time job.
You can help increase the access of patients to the important services that psychologists provide. It is not only the right thing to do so that your patients’ interests are best served, but it is also good for the stability of the profession. As you improve the quality of life for your patients by helping them lead safe and productive lives we can ensure a successful future together as one. Let us now turn to this Guide where you will learn how to become the voice legislators and the public hear as they consider changes in the public policies that affect psychologists and their patients.
Best of Luck,
Dominick Spatafora Director of Government Affairs 2 Table of Contents
CPA As A Leader and Partner in Government Affairs ……………………….……………4 CPA as a Legislative Advocate Member Driven Legislation (CPA 2005 Legislative Request Form) Member Communication CPA as a Legislative Clearinghouse Advocacy Conference CPA as a Speakers’ Bureau CPA as a Grassroots Coordinator
Understanding Grassroots Basics ………………………………………………………..…14 What is Grassroots? Elements of a Generic Grassroots Program CPA’s Grassroots Team
Organizing Your Chapter………………………………………………………………………17 A Call To Action Getting Started – Setting Goals Chapter GAC Chair Responsibilities Legislative Keypersons Building a Team and Mobilizing Building a Relationship with a Candidate Going to Work for a Candidate After a Candidate Becomes an Elected Official
Utilizing Grassroots Mediums ……………………………………………………………..…24 Letter Writing Phone Calls Individual Visits Organized Group Visits Meetings or Events (“Meet and Greets”) Serving as a Resource Testifying at Hearings Legislative Contact Report
Executing Your Legislative Agenda: The Importance of Coalitions …………………..35 Legislative Coalitions Using Coalitions Organizing a Coalition Working With a Coalition
Executing Your Legislative Agenda: The Importance of the Media ……………...……39 The Media Guide to Dealing With the Media Media Mediums Tips for Interviews with the Media
Conclusion: A United Effort ………………………………………..…………………………45
Appendix A (Chapter Fundraising Guidelines) …………………………………………..…..47
3 CPA As A Leader and Partner In Government Affairs
"No man's life, liberty, or property are safe while the legislature is in session. "
- Tucker (N. Y., Surr. 1866)
4 CPA As A Legislative Advocate
Since the CPA was founded in 1948, its Government Affairs Committee (GAC) has had a primary commitment to advocacy. The association has been committed to encouraging the adoption of sensible, workable laws that protect and advance the practice of psychology and patient well- being, the privacy and confidentiality of the psychologist-patient relationship, and the availability of psychology to the citizens of California. California is now known throughout the country as having achieved a greater recognition for the role of psychology than exists in any other state. For example, CPA was the first professional organization to introduce legislation to reform managed care, and was the first state in the nation to allow psychologists to become members of hospital medical staffs.
CPA's strength and success in Sacramento is due to the collaboration and coordination of three critical programs: lobbying, grassroots activities, and political action. These three programs are the focus of CPA’s Department of Government Affairs. Year after year CPA works to improve and protect the environment you practice in. Our member driven initiatives guide CPA to work for our members in any number of venues. Whether in the courts, the Legislature, or working with State agencies, CPA makes sure your voice is heard. CPA is advocating for your views before the California Legislature each and every day. We are there, helping you deal with Medicare, Medicaid and private health plans. We are there, keeping you informed of the constantly changing government regulations.
CPA’s Director of Government Affairs coordinates legislative activity for CPA including the development of legislative proposals, liaison contact with legislators and legislative staff, and review, tracking and lobbying of legislation. This coordination helps to ensure that legislative issues are given full review, and assists in CPA’s efforts to establish and maintain a successful relationship with the Legislature.
The CPA GAC staff read ALL bills introduced in California each year, which typically totals approximately 3000 bills. Bills are then grouped into the following categories:
• Budget • Forensics • Hospital Practice • Insurance and Managed Care • Professional Practice • Public Service • Others
All bills are additionally ranked according to their priority for psychologists in California. Bills are ranked as high priority, medium priority, low priority, no position, and watch. Finally, bills are categorized according to whether CPA supports, opposes, or is neutral on them.
CPA launched a new and improved Government Affairs section of its website in 2003! With this launch, CPA is showcasing both a new message and new content. CPA's website (www.calpsychlink.org) is the most comprehensive Government Affairs resource available to California psychologists. The new section is interactive and allows Members to obtain up to the minute information on all current California legislation being tracked by CPA. It is easy to look up a specific bill – just follow the following eleven simple steps:
5 How To Access GAC Members’ Only Section of CPA’s Website
1. Go to the CPA website at www.calpsychlink.org. 2. Click on the Members only box at the top of the homepage. 3. The following screen will ask you to enter your Membership ID Number and your Password, once this is done click on the box labeled Login. 4. Click on the underlined blue words CPA Member. 5. The following screen will provide you with a number of choices, scroll down to the bottom of the screen and click on the underlined blue words Government Affairs. 6. Located in the blue field directly above the text titled Government Affairs, you will find a selection of categories to choose from, the categories are Legislation, CPA-PAC, Grassroots, and “Capitol Notes” Newsletter. Click on the word Legislation. 7. This will take you to the Legislation section of the website, this page will provide you with a number of categories and choices, which are indicated in underlined blue words, so that you may simply click on to access. 8. Example if you are interested in current Forensics bills that the CPA is tracking then click on Forensics and the list you legislation will come up. 9. The list of legislation will entail the bill number and author, Topic, last action taken, CPA position on the bill, level of priority, a digest summary, and history of the bill. 10. For a complete version of a bill simply on the underlined blue word HTML or PDF. 11. To search for a bill, scroll down the screen to the underlined blue words Search For Bills and click on it. The next screen will provide you with various categories in which to search for a bill, it will also ask you what information you would liked displayed, then click on the box titled Begin Search.
Member Driven Legislation
As mentioned above, CPA’s member driven initiatives guide CPA to work for our members in any number of venues. One such venue is legislative development. CPA needs you to help us preserve and expand the profession. We need you to tell us what laws need to be created or expanded to help you. Therefore if you have any ideas please submit them to CPA GAC staff on the following form that was created just for you! The CPA GAC Team will review all submissions thoroughly.
The CPA is Member Driven, So Make It your Association!
This is your opportunity to directly get involved with the CPA’s legislative agenda.
So, what are you waiting for…fill out and submit the following form today!
6 CPA Legislative Request Form 2005 Legislative Session
SUBJECT OF PROPOSED LEGISLATION
Please describe the issue/need for proposal and how the proposed legislation originated. Provide supporting information as relevant (e.g., statistics, reports, etc.). ______
LEGISLATION REQUESTED BY:
Name ______
Title ______
Address______
Telephone ______Fax ______
E-Mail ______
If this request is being submitted on behalf of a committee or association please indicate the name of the group: ______
BACKGROUND/NEED Can the desired change be achieved by another method? If so, explain.
Is this proposal modeled after legislation enacted in other states? If so, please explain.
7 Is this proposal based on the result of some public policy debate, study or recommendation? If so, name source.
To your knowledge, has similar or related legislation been proposed, introduced and/or enacted in prior years?
SUPPORT FOR PROPOSAL
List any agencies, groups, or legislators that support, or may support, this legislation and describe the reasons for their support. Include any suggestions for legislative sponsors.
OPPOSITION TO PROPOSAL
Identify any agencies, groups, legislators, etc., who oppose, or may oppose, the proposed legislation and describe the reasons for their opposition.
IMPACT OF PROPOSED LEGISLATION
Affected statutes and suggested language: Photocopy the existing section(s) of statutory language, if relevant, and attach to this form together with any suggested language. Reference any other statutes that are related or might be affected.
Statewide impact: Will this legislation impact one part of the state’s population differently than others, e.g., urban/rural, a particular county, certain client groups, etc.?
8 Impact on other entities: Briefly describe any impact this legislation will have on other entities – public or private.
Impact of not securing legislative change: Describe the consequences if the proposed legislation is not pursued or passed this year.
Potential risks of introducing this legislation: Describe any possible risks of introducing this issue to the Legislature.
ADDITIONAL INFORMATION
Provide the names and phone numbers of any individuals with expert knowledge on this subject.
Thank you for taking the time to fill this out. Please return to:
CPA Director of Government Affairs 1022 G Street Sacramento, CA 95814 FAX: (916) 325 - 9790
9 Member Communication
The degree to which an association is effective in the legislative and regulatory arena is often a reflection of the degree to which its members are active, involved participants in the process. Even the most professionally run, well-funded, and fully staffed government affairs program is doomed to fail if its membership is not fully behind it. If there is one single factor that determines whether members are transformed from passive to active, it is in the amount and quality of communication they receive about political and legislative issues.
The fact is, many members believe that advocacy is something CPA does for them, rather than something that the CPA does with them or that requires their personal commitment in time or money. When a member rebuffs efforts to participate by saying, “Isn’t that what we pay a lobbyist for?” he or she is reflecting a lack of awareness about how government actually works. The only antidote to this attitude is constant communication.
In an effort to provide constant GAC information, an electronic newsletter, “Capitol Notes,” was designed to keep the CPA Members up to date on what goes on at the Capitol. The publication also updates Members on what Chapters and Divisions are doing. The first issue was published on January 13, 2003 and is e-mailed every other Monday when the legislature is in session and as needed during recess periods. Each edition is immediately posted on the CPA website for all Members to view. Please sign up to receive these free e-mail updates and encourage other CPA members to also do so.
CPA As A Legislative Clearinghouse
CPA Chapters are confronted with complicated bills, ordinances, and proposed regulations that are difficult to comprehend. One of the most commonly asked questions by local Chapters of the CPA Government Affairs staff is, "What are other states or localities doing about X?" Providing Chapters with timely, concise legislative information from other states is one of the most valuable services the CPA Government Affairs staff can deliver. Such information can be of tremendous assistance to a Chapter with little knowledge about the subject or the ramifications of the proposed action.
CPA can often assist Chapters by helping to analyze a proposed bill for its impact on psychology. Why reinvent the wheel? Copies of similar bills proposed or passed in other states and effective supporting anecdotes or documentation can be provided which have a proven track record of success. For legislative and regulatory issues commonly visited by state and local governments, model legislative language, issue briefs, supporting data, sample testimony, and techniques for rebutting anticipated arguments can be provided which will prove to be invaluable. Such assistance will allow Chapters to provide input on the most complicated state and local legislation and regulations.
Advocacy Conference
One of the most popular GAC events is the Advocacy Conference held in Sacramento each year. Attendees are given the tools to develop a practical advocacy plan to increase their colleagues’ awareness of legislative activities and mobilize them to advocate for psychology. Attendees also receive excellent grassroots and legislative training, learn what the CPA is doing, and become a part of the important political process.
10 Attendees experience a culminating experience when they meet with their elected officials in the Senate and Assembly. Contact with legislators is an essential step in the advocacy process. By meeting with their Senators and Assembly Members, or their staff, attendees can open the door to an ongoing relationship. At the end of the day attendees are invited to stay for an evening legislative reception while socializing with one of the 120 invited California legislators.
Left: Staff from Senator Dede Alpert’s office and the Assembly Budget Committee addresses Conference attendees during lunch. Center: 2003 Conference attendees dance the night away at the 1st Annual Legislative Reception. Right: Dr. Sallie Hildebrant, CPA 2004 President and CPA GAC staff.
Each Chapter is encouraged to send at least three representatives: the President, President-Elect, and the Government Affairs Committee (GAC) Chair. If the GAC chair is unavailable, then an alternative designee who is involved in the Chapter’s advocacy efforts should attend. Similarly, Divisions are encouraged to send at least one representative. In hopes of introducing as many psychologists as possible to public policy and advocacy it is recommended that Chapters and Divisions send, as one of their representatives, a person who has not attended a previous conference.
CPA's Political Action Committee (CPA- PAC)
Like it or not, the political process directly affects psychologists. All licenses to practice psychology are issued by the State of California. Our state legislators in Sacramento ultimately determine the statutes (laws) and regulations that govern your practice. These one hundred and twenty elected representatives are routinely called upon to approve or reject legislation that has a direct bearing on the nature and practice of all health professions, including psychology.
For example, legislation introduced a few years ago would have prohibited psychologists and other non-physicians from assessing, diagnosing or treating any individual who suffers from a "biologically based brain disorder." As defined in this bill, "biologically based brain disorder" included virtually every diagnostic category in the DSM IV! Fortunately, CPA was able to stop this legislation, which would have ended the independent practice of psychology.
During the past three years alone, CPA was forced into battle to block several legislative efforts by organized medicine which would have undercut our profession. Some of these efforts would have required direct physician supervision and direction of any psychologist who provides emergency mental health evaluation or treatment services in an emergency room.
11 Success or failure in these battles often hinges on simple arithmetic - the number of legislators who have an understanding of professional psychology and who understand your concerns. The CPA- PAC does an effective job of supporting the Senate and Assembly campaigns of those who are in tune with our profession's concerns.
CPA staff enjoys the CPA-PAC Reception at CPA’s 2003 Annual Convention in San Jose along with 2003-04 CPA Treasurer Dr. Heim Belzer (third from left) and CPA Member Dr. David Lechuga (second from right).
Only CPA-PAC and CPA are devoted to these important causes. The sad reality of modern politics is that candidates cannot connect with the tens and hundreds of thousands of voters they must reach without substantial campaign contributions. An effective political campaign in most California districts cannot be waged without the funds necessary to put television and radio advertising on the air, or to put brochures into our mailboxes. In our media intensive society today, money truly does equal speech.
The CPA-PAC encourages Chapters to get involved with the political process by supporting their local candidates. The CPA-PAC oftentimes matches Chapter funds and/or assists with local fundraisers throughout California. For example, in 2003 alone, the CPA-PAC worked with Chapters to hold events for Senator Liz Figueroa in Milpitas, Assemblymember Judy Chu in Beverly Hills, and Senator Deborah Ortiz in Sacramento.
The CPA-PAC and the Alameda, Santa Clara, and San Mateo Psychological Associations collaboratively raised just under $6,000 for Senator Liz Figueroa in 2003. Right: Senator Figueroa addresses the psychologists in attendance. (Left) Drs. Gilbert Newman and Harmesh Kumar with Senator Figueroa.
12 CPA As A Speakers’ Bureau
CPA’s speakers’ bureau is a collection of members willing to speak on behalf of psychology and the association. Speaking to the public about the work you perform will increase public understanding of psychological services and mental health issues overall – and increase referrals to psychologists like yourself.
Your expertise is of interest to the media and the public at large and can serve to create a consistent and positive identity for the psychology profession. A speakers’ bureau is a communications link to your community and prospective patients. It is time for psychologists to “tell their story,” and share their expertise with the public.
How does CPA’s speakers’ bureau work? When the media contacts CPA for information about psychological services, an expert opinion, or a commentary, CPA must be able to respond quickly by providing the names of several CPA members. It is important you give us information so that you can easily be reached, as reporters are usually on very tight deadlines. You will never be expected to speak to a reporter if you do not want to. The speakers’ bureau once fully created will be announced to all statewide media outlets to position CPA as a major mental health resource.
To join CPA’s Speakers’ Bureau send your name, address, phone numbers, e-mail address, and special interests/expertise to the CPA central office in Sacramento.
CPA As A Grassroots Coordinator
The primary goal of CPA’s Grassroots Program is to have constituent psychologists educate legislators and other key decision makers on the value of CPA’s legislative agenda and to demonstrate constituent support for that effort. Most organizations cannot succeed at the State Capitol without effective legislative advocacy. But a lobbyist, alone, is not enough to prevail over wealthy, influential interests that may oppose CPA’s legislative agenda.
The efforts of a legislative advocate, actively supported by a well-organized grassroots program, can achieve positive results despite overwhelming odds. With term limits resulting in significant Assembly and Senate turnover every two years, CPA has a tremendous opportunity to reach out to decision makers who have not yet been exposed to opposition lobbying efforts. Term limits have had a dramatic effect on the nature of campaigning and candidates for public office. That means that the “minor leagues”-city and county government-have become a much more important source for the state’s leaders of tomorrow.
Organizing an effective, well-coordinated grassroots constituency program is similar to a marketing or political campaign. It requires planning, packaging and a convincing presentation. Getting supporters to work together requires: leadership, relating the issues to self-interest, funding, effective collateral and support material, and good media relations. CPA’s grassroots program is coordinated and directed by the Director of Government Affairs in Sacramento, who is CPA's designated expert on the Legislature and the legislative process. The grassroots network is the most important component of the plan. This level includes Chapter GAC Chairs , individual CPA members, and CPA staff all working together and speaking with one voice.
13 Understanding Grassroots Basics
“It is the duty of every citizen according to his best capacities to give validity to his convictions in political affairs.”
- Albert Einstein
14 What Is Grassroots?
Organizations such as the CPA that are successful at influencing policy makers frequently increase their effectiveness through the mobilization of local community support, commonly known as working at the grassroots. The central reality for psychology in California is that it is a legislated profession. Government has a dramatic impact on you personally - as a psychologist, as a small businessperson, and as a Californian. However, you have the power to shape government actions. Your power stems from your ability to influence opinion leaders and public officials and the decisions they make. It may be, however, that you are not aware of your own strength because you have never exercised it.
You already have considerable clout. You are one of your community’s respected health care professionals. You may be a member or leader of an important community organization. It is likely that you are a friend or neighbor of key community leaders. All of those connections in your community make you a valuable resource for yourself and your profession.
Elements of a Generic Grass Roots Program
Now that you see yourself as a valuable leader you must also understand that grassroots plans are most effective when they:
• Identify objectives and develop overall strategy.
• Outline action steps to be taken in contacting supporters and influencing opinion leaders and decision-makers.
• Assign specific organizational responsibilities for grassroots contacts.
• Identify and develop background data on known or anticipated opponents.
• Identify and develop background on known supporters.
• Develop resource lists of all key groups and organizations.
• Build community leader mailing/phone lists.
• Develop simple but effective communications tools, such as newsletters, for regular distribution to key contacts.
• Develop concise fact sheets, media kits, brochures, local advertising and other collateral material.
• Neutralize opposition by effectively and publicly debunking their positions with clear, factual information and strong third-party support.
• Possess strong media relations. Letters to the editor, editorial boards, special media briefings and regular reporter contacts.
• Utilize personal meetings, telephone calls and other methods of communication.
By organizing and carrying out grassroots campaigns, you build a decision maker’s knowledge of an issue and their awareness of the depth of public support for your viewpoint. A grassroots 15 campaign can be very sophisticated, involving large numbers of people organized through the efforts of a few motivated leaders. Or it can be a handful of psychologists who combine their talents to get the word out in a variety of ways.
Two key elements will make your Chapter more effective and successful at grassroots organizing:
1. Become knowledgeable about issues affecting your profession. The more you know about psychology and mental health care issues in general, the more effective you will be as a personal advocate on behalf of your profession. This is more than being well educated in the practice of psychology. This means knowing those key issues that affect your ability to practice, from restrictions on scope of practice to licensure to managed care developments. The CPA can help you by providing much of the background information you will need to carry out a local lobbying campaign. CPA’s professional staff in Sacramento and your Chapter leaders are there to provide you with information you need. Make sure to keep them “in the loop” when you are organizing around a psychology-related issue.
2. Get to know elected officials and opinion leaders in your local area. Be pro-active with officeholders. They really do want to know you, but you cannot build influence overnight. It is a process that can take months or years. Attend local community events and forums and make a point of meeting your local officials and state legislators. If you support an officeholder or candidate, demonstrate your approval by volunteering for campaign activities such as precinct- walking and telephone banks or by making a contribution to the campaign. Officeholders will not know who you are unless you take the initiative and get to know them.
CPA’s Grassroots Team
You and your Chapter are part of the CPA’s grassroots team - those who assure that psychologists enjoy the full benefit of the collective prestige of thousands of health care specialists statewide. CPA efforts can only be successful if its political activity is widely embraced, well coordinated and efficient, and this is where you come in.
Participating on this team will not and should not be an all-consuming activity. You have a business to run. You have patients who depend on you. You have a family that needs your attention, etc. That is the strength of the CPA - a professional and highly capable staff, a cadre of politically active psychologists among the CPA’s members and an efficient program to make the best use of your time.
Chances are you are already deeply involved in political activities if you: are a member of civic, church and community organizations; have important friends and neighbors; have children who attend school or play sports with children of other important opinion leaders; or if you read your local newspaper or watch your local television news each day. The difference is that now you are being asked to pay a little closer attention to the newspaper, to view your friendships and associations with a little keener eye to your profession, and to help enlist the assistance of others in carrying psychology’s message into the community.
A few minutes each day devoted to political activity by you and other psychologists can add up to thousands of hours a year in support of psychology issues. Now read on to find out how easy it is for you and your Chapter to maximize your effort!
16 Organizing Your Chapter
“Never doubt that a small group of thoughtful committed citizens can change the world. Indeed, it is the only thing that ever has.”
- Margaret Mead
17 A Call to Action
Former California Assembly Speaker Jesse Unruh once noted, “Money is the mother’s milk of politics.” Fortunately, there is one thing as important to elected officials--VOTERS. In voters, CPA is wealthy and influential. Legislators are constantly besieged with requests. At times, they must turn their backs on businesses, local government, associations, and other organizations, because they do not have the time or resources to respond to everyone. But when voters speak, they listen. So it is essential for individual CPA and Chapter members to make their voices heard and to multiply them whenever possible.
The number of psychologists in California is nearly 15,000. Just imagine if each psychologist contacted his or her legislator twice a year by letter, telephone, fax, e-mail, or in person, the impact would be dramatic. This would result in over 30,000 contacts per year for an individual commitment of between ten minutes and three hours. The only way this could ever occur is if Chapters and the CPA work as one.
The role of Chapters cannot be underestimated. Chapters are unequivocally CPA’s local grassroots foundation. They can make a significant difference if they:
Recruit contacts for each legislator and candidate whose district falls within a local Chapter’s area.
Assure that psychologists are effective and educated on issues affecting psychology.
Coordinate meetings between psychologists and elected officials or candidates.
Coordinate attendance of psychologists at legislator’s district fundraisers.
Coordinate and encourage involvement by psychologists in legislative campaigns.
Coordinate and encourage full-district participation in local campaigns and political fundraising.
Activate legislative alert programs in the local districts via telephone or mail communications and personal contacts with legislators on psychology issues.
Getting Started -- Setting Goals
All Chapters should have a Government Affairs Committee (GAC) to work with Chapter leadership to determine legislative priorities, goals, and objectives. The chair of the GAC will automatically become a member of the CPA’s GAC Stakeholder Group.
In many instances, legislative goals and objectives will be dictated by the legislature's calendar. There are several methods of monitoring issues to be considered in the legislature that will be covered later in this guide.
18 Chapter Government Affairs Chairperson's Responsibilities
Once your GAC has been created you can now elect a GAC Chair. It is important that the Chapter GAC Chair have some knowledge of the basics of how the California Legislature works (see "California Legislative Process" on CPA’s website). This information is crucial in targeting your efforts. GAC Chairs are responsible for leading discussions of issues and actions during the Chapter GAC legislative meetings. The Chapter GAC Chair will serve as the liaison between the CPA and the Chapter on government affairs matters.
Chapter GAC Chairs should encourage member participation in federal, state, and local politics and policy debates. They should be familiar with the CPA’s current legislative agenda and act in accordance with its contents. They will be responsible for the issuance of legislative or regulatory "Legislative Alerts" and coordinate Chapter activities in response to CPA requests.
Chapter GAC Chairs will benefit from establishing a solid working relationship with state and local political officials. The ideal candidate for your GAC Chair would possess several of the following characteristics.
• Knowledgeable and interested in government and politics.
• Free of other committee responsibilities.
• Involved in local political or civic activities.
• Affiliated with other psychology/mental health organizations.
• Possesses the conviction, drive and perseverance to achieve legislative goals.
Legislative Keypersons
Chapter GAC Chairs should enlist the support of other Chapter members to serve as “keypersons.” In some Chapters, the Chapter GAC Chair does double duty (serving as both Chapter GAC Chair and Keyperson) In large Chapters, the GAC Chair should recruit one designated keyperson for each Assemblymember and Senator whose districts fall within the Chapter.
The keyperson becomes a symbol of the organization. These are the people actually doing the grassroots lobbying. They meet with their lawmakers, make telephone calls, write letters, keep track of CPA’s changing agenda, and send media releases. They may even attend political fund- raisers or charitable events to network with policy makers.
Chapter GAC Chairs should always be on the lookout for members with a network of influential friends in business, government, or other organizations to add to this pool of helpers, as familiarity opens doors. Building relationships with influential people is largely a matter of individual style. The role of keyperson does not necessarily require a great deal of time; however, it does demand perseverance and credibility. The alert Keyperson will look for opportunities to advance the concerns of CPA in the minds of local lawmakers, who must be made aware that they are hearing from their voters. Legislative battles are won with one vote at a time.
19 The general responsibilities of a Keyperson are to:
• Develop personal relationships of trust and respect with elected officials. • Establish sound two-way communication with a legislator. • Keep the legislator fully informed on CPA activities and priorities. • Maintain good communication with the lawmaker’s staff. • Report to the GAC Rep so that results can be passed on to CPA.
To assist keypersons in getting started the CPA created the following suggested plan of action:
Beginning Steps for GAC Keypersons
1. Read and understand pertinent sections of this guide. 2. Identify a minimum of two psychologists for each legislator. Appoint one psychologist as lead for each legislator. 3. Train them by giving them CPA Informational Brochures, as well as any Chapter brochures that are available. 4. Psychologists send letter of introduction to legislator. 5. A week later psychologist calls legislator to set up a district appointment. 6. Confirm appointment with district office a day or two before the appointment. 7. Bring CPA support material to meeting with legislator. Have your talking points prepared and organized before the meeting. 8. During the meeting offer support in any way needed, i.e., from being a provider of information to fundraisers, etc. 9. Send thank you letter a day or two after the meeting along with any information you promised to send during the meeting. 10. Send updated material about any bills, CPA events, Chapter events, etc. within three to seven weeks.
And most importantly, also establish a relationship with a staff member of the legislator and maintain communication with the legislator and staff as necessary.
Building a Team and Mobilizing
Now that your GAC team has been formed and it has a Chair you must begin building your strength. Your Chapters strength is in numbers. One of your most important tasks will be to recruit and organize volunteers. Do not be intimidated. It is easier than you think - and certainly will make your task easier. Your Chapter's power will come from well-informed members who recognize the value of encouraging legislators to support your legislative agenda. Chapter members constitute an important force by virtue of both their quality and quantity. The key question is how you can communicate with your members so that they will be motivated to contact their legislators. One method to effectively accomplish this is via the “Legislative Alert.” (See examples on CPA’s website in the Members’ Only section)
Major legislative changes often take several years to achieve, and sometimes it is difficult to keep members motivated for that long. It is important to be candid from the start about the time that may be required. It should also be emphasized that persistence ranks close to the top, if not at the top, of any list of attributes essential to a successful legislative effort. There is no magic formula for success, just perseverance and hard work.
20 The following activities will help your Chapter recruit and organize your efforts:
Know your local psychology community well. Talk to everyone who attends the Chapter meetings and functions. Learn who is active and committed and concentrate on them.
Build a network of activists. You may not know every psychologist locally, but you do know some who know others. Much like the telephone tree, you can build a large network of volunteers by working through a few others. Start with local Chapter officers and those you know personally and branch out from there.
Contact each participating psychologist personally. Make personal contact with the handful of psychologists in your locality with a letter of introduction and enlistment followed by a personal telephone call. Let them know you will be calling on them in the future.
Know your pitch. CPA will provide materials that let your volunteer network know what is expected of them. Know exactly what it is you are asking your volunteers to do.
Prepare for a quick response. If a quick response is needed, utilize one or more the following communications tools:
• Telephone “Banks.” The best tool for generating “quick response” actions is a telephone “bank” through which many people simultaneously initiate contact with allies by phone. Working together to make calls builds a sense of “team” and provides moral support to every participant. When needed, assemble several psychologists and their allies at a single location to place important telephone calls as a team.
• Telephone “Trees.” Another tool for mobilizing action is a telephone “tree.” It is an effective tool for your local grassroots team. A telephone “tree” is most effective when organized in advance. If you call three people on your volunteer team who in turn call three people, and those nine people make three calls, 40 people will have participated. But nobody will have made more than three calls! Increase to five calls each and you will make 130 contacts.
• Fax Action Network. Similar to a telephone tree, fax networks are a very efficient way to get the word out quickly if supporters fax numbers can be secured and recorded for future use. Fax Action Networks promote speedy dissemination and centralized control of message materials.
• E-mail. More and more psychologists are utilizing email. Build a network of all the psychologists in your Chapter. Construct a roster of e-mail addresses and use them to help enlist and alert your colleagues to the need for grassroots action.
Building a Relationship with a Candidate
One of the most important roles for Chapters is to ensure that legislators and candidates from your area view psychologists as a political force in their community. During the campaign season, you should enlist the help of other psychologists in completing the following tasks:
Cultivate the relationship. If you know a potential political leader personally, be supportive. Let your friend know you are a psychologist and that you can gather support from other psychologists.
Know the field. Work with the CPA to help pick which candidates or “rising stars” in your community deserve support.
21 Interview the candidate. Many candidates will contact your Chapter for endorsement or general support for their campaign. Set up a meeting with the candidate and use this opportunity to educate them about mental health issues and to ask for their positions. After comparing notes with CPA’s Governmental Affairs Department, actively support candidates who are politically savvy, are open to learning about psychology, and who listen to your concerns.
Determine the level of support. Consult with CPA and your local Chapter to learn what resources are available to support a candidate for office. Campaign contribution rules can be tricky – when in doubt always consult the CPA Director of Government Affairs for assistance.
Offer support. Set up a meeting with the candidate to offer support. Be sure to tell the appointment secretary that the meeting is to discuss assistance that local psychologists can give to the official’s campaign. Let the candidate know whether you will be providing volunteer, in-kind or financial support.
Follow up. Send the candidate a letter detailing your understanding of the support local psychologists and/or the CPA will be providing in the election.
Going to Work for a Candidate
Once you have identified the candidates you want to support it is now time to assist them. There are a number of things you can do individually or in concert with other psychologists and allies to support a candidate. The candidate WILL remember and appreciate your involvement.
Many avenues of involvement are available:
Volunteer. The campaign chores are countless. Campaigns run on volunteer help. People are needed to:
• Answer telephones or place calls, usually in the evenings.
• Do chores at headquarters, such as keeping track of precinct activities or stuffing envelopes.
• Walk precincts, distributing campaign literature and lawn signs door-to-door, usually on weekends.
• Drive senior citizens and others who need assistance to the polls on Election Day.
Make in-kind contributions. If you do not have a lot of time, be creative about other contributions you can make. Always check with the CPA Government Affairs Department first, but here are some ideas:
• Deliver (or have delivered) meals to campaign volunteers on a weekend or evening. You will win recognition at headquarters and the candidate will notice.
• Campaigns rely on donated materials and services, from office space, desks and chairs to computers, vehicles and telephones. Search your own office to determine what you can spare for the duration of the campaign. Make your office available after hours for telephone banks.
Give money. One of the most appreciated gestures, large contributions can be particularly effective in helping a candidate pay for campaign mail and broadcast advertising. In some
22 situations, you should consider making your contribution at a psychology-organized fundraising event where you get a chance to meet the candidate face-to-face.
Raise money. Because it can be significantly greater than giving, raising money for a campaign can establish you as one of a candidate’s major benefactors.
Hold candidate Meet and Greets. If you have a home or office that would handle a large gathering (50-200 people) comfortably, offer to make it available for a Meet and Greet, where undecided voters are given a chance to meet and hear the candidate.
Send postcards and letters of support. Candidates are always looking for inexpensive ways to reach out to more voters. You can send a note on behalf of a candidate to your family, friends, neighbors and associates. Contact the campaign headquarters for information to include in the letter. Sample postcard text may look like:
Dear Friend:
I have been an acquaintance of Senator John Smith for several years. He is running for reelection in the 10th Assembly District and deserves our support.
As a psychologist, health care issues are very important to me. I know that Assemblyman Washington has been a leader in making sure that California consumers have the full range of quality health care options available to them.
As a neighbor, I know that Assemblyman Washington has been a strong advocate for the safety and security of our community.
And as a California voter, I know that Assemblyman Washington has been a conscientious decision-maker who has tried to solve rather than contribute to our state’s problems.
Please join me in voting for Assemblyman Washington.
Sincerely, John Smith, Ph.D.
After a Candidate Becomes an Elected Official
Every Chapter should know who is representing its area in the California Assembly and Senate. It is not always easy, since district boundaries often wind their way through neighborhoods without any apparent rhyme or reason. They are normally arranged by zip code. If you are not sure, call the registrar of voters in your county, or consult CPA’s “Members’ Only” section of the Government Affairs portion of the website. This section enables CPA members to identify their individual Senator or Assemblymember.
Every legislator has one vote, but some lawmakers are more important than others. For example, Members of the Assembly and Senate Health Committee are influential in the processing of mental health legislation; while Members of the Assembly Ways and Means and Senate Budget Committees are instrumental in shaping the thousands of elements in the state budget. These individuals and their top staff members should be targeted for a higher level of activity.
23 Utilizing Grassroots Mediums
“Political action is the highest responsibility of a citizen.”
- John F. Kennedy October 20, 1960
24 Developing relationships between your elected officials and psychologists in your Chapter is a strategic means to secure increased legislative support for psychology. No amount of one-on-one professional lobbying can consistently sway legislators to adopt positions and pass laws that benefit psychologists. CPA, like all organizations, is effective only when the collective power of its members is mobilized.
Grassroots organization, therefore, is perhaps the single most important government affairs activity that an organization can undertake. Other than direct political support there are seven basic techniques of grassroots involvement. Each component needs to asses each situation to determine which would be most appropriate and effective. The seven techniques described in detail below are: letter writing, phone calls, individual visits, organized group visits, meetings or events, serving as a resource, and testifying at hearings.
Letter Writing
Letter writing is an effective way to persuade legislators to support your position. State legislators receive an enormous amount of mail each day, so give careful thought to your letter. If you know the legislator, make that clear in the first paragraph. This will alert the person opening the mail to give the letter special attention. Write your letter on your business letterhead. Some legislators downgrade the importance of a letter if it is obviously part of a letter writing campaign. Therefore, avoid form letters. Mass-mailed postcards are a waste of your time and money. Make your letter as personal as possible and be certain to mention that you are a CPA member.
Try to keep your letter to one page in length. Use your own words and cover only one issue per letter. In the first paragraph, ask for the action you want the legislator to take. Identify the legislation clearly by name and number. Chances are good that the legislator is aware of the political fallout of not voting for your issue, so do not mention it. Be certain your legislator receives the letter before a vote.
Thank legislators who support your positions and let legislators who do not know of your disapproval. Provide copies of your letters and replies to the Chapter GAC Chair and to the CPA.
A Checklist for Letter Writing
_____ Letters should be on personal or business letterhead with a return address on both the letter and envelope.
_____ Each letter should be about only one piece of legislation and should identify the bill by its number and author. Make sure you tell the legislator how you want them to vote.
_____ Immediately reference the bill number, author, and action you want. Restate what you want in the last paragraph.
_____ Legislators discount pre-printed form letters. Even if the wording is the same, have members copy the letter on their own letterhead or in their own handwriting.
_____ Stress how a particular issue would affect people in the legislator's district - namely you.
_____ Try to keep your letter to one page, but bear in mind the reader may not be familiar with the subject matter.
25 _____ DO NOT include anything you would not want quoted on the evening news!
_____ Ask for a reply indicating the legislator's position.
_____ Visit CPA’s website for letter examples.
_____ Send CPA’s Director of Government Affairs a copy of the letter.
Despite technological advances, letters and personal meetings remain the most effective means of communicating with elected officials. There are circumstances, however, when it may be appropriate to use e-mail. For example, if a committee is scheduled to take action on a piece of legislation tomorrow and your legislator is on that committee, then an e-mail or phone call would be the quickest way to communicate. Also, if you are pressed for time, an e-mail is better than no communication at all. Once you develop a relationship with a legislator’s office, you may find that staffers may prefer to communicate with you by e-mail when they are looking for input on health issues or scheduling a meeting.
If you choose to e-mail your elected officials follow the same rules you would if you were writing a regular letter (as outlined above). Include your return address and identify yourself as a constituent. To ensure that your e-mail is read, keep your message brief and to the point. To e- mail an Assemblymember, go to:
www.assembly.ca.gov/acs/acsframeset7text.htm
To e-mail a Senator, go to:
www.sen.ca.gov/~newsen/senators/senators.htp
Phone Calls
In every legislative effort there comes a time when it is crucial to have immediate contact from the grassroots. Often there is less than twenty-four hours before a key vote. A process for telephoning members and urging personal phone calls to legislators before a key vote is essential. Several calls to a legislator's office just before a vote can be persuasive, especially if the legislator has not taken a definite stand on the issue. Members should be provided with a legislative roster. Rosters are located on CPA’s website under “Grassroots.”
If it is impossible to speak directly with the legislator, ask to speak with his or her legislative aide or leave a detailed message. Legislative offices keep count of pro and con phone calls on particular issues. An example call script follows:
26 Legislative Call Script
Opening
“Hello. My name is Dr.
If Legislator is Available
“Thank you for taking a few minutes to speak with me.” “As an active member of CPA and a psychologist practicing in your district, I urge your support for AB 348 (Chu). As you may know, this bill signifies the coming together of professional competing interests to further quality mental health care for all Californians. After weeks of intense meetings and several drafts of proposed amendments the California Medical Association, California Psychiatric Association, and CPA have mutually agreed on an amended version of AB 348 that translates into a progressive patient safety bill.”
“AB 348 allows a psychologist to release a person prior to completion of a 72-hour, 14-day, or 30-day treatment and evaluation hold, in those situations in which both a psychiatrist and psychologist have personally evaluated or examined a person and have consulted with one another. AB 348 further states that in the event of a disagreement regarding the early release of a person, the person may not be released unless the medical director overrules the decision of the psychiatrist or psychologist opposing the release.” “Can we count on your support for AB 348?”
If Legislator is Non-Committal
“Can we provide any additional information that may help in your decision regarding this issue?”
If Legislator Asks Questions
If you cannot respond accurately, do not fudge. Tell the legislator: “I’ll have to check on that but I will get you the information you need.”
If Legislator Not Available When You Call
“Is the health staff member or the staff member assigned to this issue available?”
If Staff Member is Available
“Thank you for taking a few minutes to speak with me. As an active member of CPA and a psychologist practicing in the Assembly Member/Senator’s district, I urge support for AB 348. As you may know, this bill… (same as above as if a legislator is available) Can we count on the Assembly Member’s/Senator’s support for AB 348?”
If Nobody Available
“I would appreciate it if you would tell Assembly Member/Senator
27 A Checklist for Telephone Calls
_____ Identify yourself by name and profession, and as a constituent if you live in the district.
_____ Identify the bill by its number and author.
_____ Ask for the legislator's view, remembering that diplomacy and tact will keep the door open for further contact.
_____ Briefly state your position and how you would like the legislator to vote.
_____ Tell the legislator how many people you have in your group who concur with your opinion. Be ready to back the number up with a list of names. Offer to provide it.
_____ If you talk with staff, request that your message be relayed to the legislator.
_____ Phone calls may be most effective in the last few days before a vote.
Individual Visits
It is difficult to determine which form of communication most effectively influences a legislator's point of view. Personal visits, thoughtful letters, and telephone calls from constituents whom the legislator respects can all be highly effective. However, a personal visit from a constituent is clearly the most effective form of grassroots lobbying. If your legislator cannot meet with you, do not hesitate to meet with a staffer. Staff wield considerable power and are often able to give more time and attention to issues than legislators can. Meeting in the district office can be beneficial because legislators are usually more relaxed when they are home on weekends or during recess.
Perhaps the most important thing you need to know when meeting with a legislator is your subject. What is the substance of the legislation? Why is it important? What will happen if it passes? What will be the consequences if it fails? How much will it cost? Most important, what will be the impact of the legislation on the legislator's constituents? It is helpful to give an illustration or two of how the problem will affect the legislator's district.
It helps to be prepared and to know a little about the legislator you are lobbying. On which committees does he/she serve? What are his/her pet issues? How has he/she voted on similar legislation in the past? Much of this information can be obtained from the Internet. However, do not let a lack of detailed knowledge about a legislator stand in your way. Legislators pay attention to well-presented positions by constituents, regardless of their knowledge of personal details.
In all communications, whether by letter, phone or personal meeting, it is important to be accurate, brief, clear and timely. Never become angry or argumentative with the legislator about his or her failure to support your position. You will almost certainly have to deal with the same legislator sometime in the future. Most legislators have long memories and if you have strained your relationship by getting angry -- no matter how much you may have been justified in doing so -- chances are that you will not be allowed access to that legislator in the future. Most importantly never give partial, incorrect, or false information. If you do not know an answer to something, say so; but tell the legislator that you will get back to them. Remember to acknowledge the arguments of your opposition and be prepared to explain why your position is best. Provide information both orally and in the form of a fact sheet that you can leave with the legislator. Be certain that it includes a brief description of your issue, why it is important to CPA, and the action that you want the legislator to take. And most importantly, please remember to fill out a “Legislative Contact Report” and send it to CPA.
28 A Checklist for Individual Visits
_____ Know your legislator's background on your particular issue, as well as their actual role.
_____ Select one spokesperson and assign roles. Plan who will discuss what before you get to the meeting. Be direct, clear, and brief.
_____ Always leave something tangible with the legislator: a business card, a list of supporters, a letter discussing CPA's opposition or support for a bill, a full information kit, or a fact sheet.
_____ Make sure you can fit your message into about five minutes, in case the legislator has an agenda of his or her own or engages in small talk. Be early, and you might get extra time if the appointment before yours was canceled.
_____ Stay focused on your issue. Try to re-direct the conversation if it sways off course. During early capitol visits, in March, legislators tend to be wishy- washy and non-committal, especially about budget issues. That is because they do not have to decide until summer. That is why it is important to get your voice heard early.
_____ District office meetings are a good chance to get to know your legislator. Once scheduled, make sure you confirm the appointment a day or two before.
_____ You should have one key staff contact at your legislator’s district or capitol office. That way, the legislator can develop a rapport. If you get a favorable news article or picture, send a copy. If a special event is going to take place, invite the legislator and the staffer.
_____ Try to anticipate the questions and be prepared with answers. If you do not know, say so, but promise to research it quickly. Do not bluff or make up answers. One miss-statement can destroy the credibility of the meeting and the organization.
_____ Always follow up with a letter of thanks. Additionally, make sure your supporters are well informed of the outcome of any legislative activity, however small. The tiny victories will pave the way for giant wins. Other forms of appreciation, such as recognition in a newsletter, a press release, or a legislative effort summary is also a good idea.
Organized Group Visits
Occasionally it is a good idea to bring a group of constituents to meet with a legislator about a specific issue. All of the above rules for an individual visit apply with a few slight variations:
• A group approach is more clearly and explicitly a visit from the CPA itself, rather than just a concerned constituent. The message that is being delivered is, in effect, coming from all the psychologists in California. It has a different kind of force than can be achieved by just one person.
• Keep the group small – three people is ideal and five is the maximum!
• It is always a good idea to make sure that most of the CPA members in the room are constituents, but it is probably fine to include one or two CPA officers or staff who are not, since the group is there on behalf of the whole profession.
29 • It may not be possible, but try to determine in advance who will be doing most of the talking. Certainly, if a CPA member personally knows the legislator they should make the introductions and get things started.
• Always feel free to invite CPA’s Director of Government Affairs to your organized group visit.
Meetings or Events (“Meet and Greets”)
One good way to build productive relationships with state legislators is to invite them to attend meetings or events sponsored or supported by Chapters in their districts. It may be advantageous to invite legislators (and their staffs) to attend regularly scheduled Chapter meetings or breakfasts. Usually, the Chapter president makes a brief presentation outlining legislative priorities and concerns and then turns the floor over to the legislator for comments. A question-and-answer session usually follows.
These sorts of “back home” events work best when they are not geared to specific legislation but are billed as get-acquainted sessions. It is important to foster long-term relationships based on broad mutual interests and understanding. Not every meeting should involve pressure to vote or act a certain way. Nothing is more effective in building a relationship with public officials than creating opportunities for them to interact with their constituents.
Large events like the CPA convention, awards programs, receptions, charities, golf tournaments, or other public activities are prime opportunities to build relationships with public officials, elected and otherwise. Well-attended events like these are often a good place to give awards or other formal recognition to public officials, as well. Whenever you involve public officials in your events, be sure to include them in any publicity materials you create. Let the media know they will be there and include their names on programs, press releases, etc. It is a good idea to send copies of those materials to the legislator’s office, along with any press clippings that result mentioning his or her name.
Always follow up any support with a letter of thanks. Additionally, make sure your supporters are well informed of the outcome of any legislative activity, however small. The tiny victories will pave the way for giant wins. Other forms of appreciation, such as recognition in a newsletter, a press release, or a legislative effort summary is also a good idea.
CPA also encourages Chapters to hold “Meet and Greet” events. Please see the following page to explore Ten Steps Toward Creating “Meet and Greet” Events.
30 TEN STEPS TOWARD CREATING “MEET AND GREET” EVENTS
1. Pick a legislator, preferably one with potential interest in psychologists’ concerns! Ask CPA’s Advocacy Team for a list of your local legislators in priority order.
2. Work with the legislator’s district office to schedule a date and pick a place. Allow at least two months lead time. This will give you time to reserve a room and develop a simple invitation with directions. Also ask for RSVPs to get a head count.
3. You can obtain a list of psychologists that live and work in the legislator’s district from CPA Central Office. Use this list to fax the invitation, and have the Chapter GAC Chair and Keyperson(s) follow up with phone calls personally inviting them. E-mail is also very effective and inexpensive.
4. Place an announcement and/or the flyer in your local newsletter.
5. If there is a local graduate school, invite the graduate students. This is a great way to get students (CPAGS) involved early. If your Chapter has a student Rep have them help!
6. Coordinate the event with CPA. A member of CPA’s Advocacy Team may be able to attend, and this will allow them to educate the legislator on the important issues.
7. Familiarize yourself with the legislator’s committee memberships, bills sponsored, and prior involvement with mental health issues. Familiarize yourself with CPA’s legislative agenda, pending bills, etc. You may want to prepare a handout to provide attending psychologists to facilitate informed questions and comments. Ask CPA for the information.
On the day of the event:
1. Get there early, have nametags, and take photos. Ask all attendees for business cards or have them sign in. Use this list to send thank you letters and possible ask for donations to the legislator & PAC. Publicly thank the legislator for coming after his presentation.
After the event:
1. Write an article for your local newsletter. Send a copy to the legislator with a thank you letter and any photos taken.
2. Start to prepare for the next event!
Serving as a Resource
Many have discovered that their influence with legislators and administrative agencies increases when they provide consistently reliable background material, data, and research about key issues. It is always a good idea to illustrate your positions with accurate information; just saying that something will help or hurt your members or the people of the state is not enough. You will need to prove it. In legislative settings information helps build respect. Assembling research can sometimes be time consuming and expensive, so Chapters must carefully weigh its value before gathering or commissioning it.
31 Depending on how much time and resources a Chapter wants to spend on government affairs activities, it can establish itself as a major source of information and expertise about psychology and mental health policy. When committee staff, for instance, want to know something about special populations, the seriously mentally ill or mental health, who do they call? If it is not CPA, it will be someone else, and Chapters need to decide if they want to cede the role of expert to other, perhaps competing organizations.
Try to always remember that:
• It always helps to use objective, third party data to support your positions. Even if you have not generated your own research, do not be afraid to use others’.
• Public opinion surveys, if used judiciously and if gathered using acceptable statistical methods, can be very effective and persuasive tools in a legislative discussions. Just be sure they are credible and scientific, or legislators will feel that they are being manipulated.
Testifying at Hearings
It is important to know how to give legislative testimony. Legislative bodies call for public hearings for a number of reasons. They may be held to inform the public about issues or to get the information they need in helping to draft laws or to find out whether or not a law is needed. Hearings may also be held as "window dressing" for decisions that have already been made.
Providing testimony serves the useful purpose of requiring your Chapter to develop a fairly comprehensive statement of its position. Sound testimony can help to establish you or your Chapter as an authority in the eyes of the legislature. It can also provide useful quotations for speeches and publications. In deciding whether to testify, remember that a decision against testifying sends a signal to the legislators that your organization is not interested or that you have reasons to avoid questions on the subject.
The skill of the presenter is almost as important as the quality of message he or she delivers. A member should deliver testimony with expertise on the subject being discussed. If possible, plant questions with friendly committee members so that you can get those questions and your answers on the public record. This can be accomplished by working with legislative staff members. If you know which legislators will be opposed to your position, anticipate the opposing arguments and be prepared for effective rebuttal. You can also provide questions to friendly legislators that they can raise with opposition witnesses to make points in your favor. If you encounter a hostile legislator, always be courteous and make a special point of trying to see him or her later or follow up your testimony with a letter that deals specifically with the issues he or she has raised.
Attempt to let other groups who favor your position to sign onto your testimony if they are not planning to testify separately. Having several other organizations that are well known to legislators sign on to your testimony can significantly strengthen the impact of your statement.
Because there is some measure of risk and significant preparation is required, decisions about whether to testify need to be made after carefully considering a number of facts and factors:
• Most of the time, testimony is not really designed to change anyone’s mind. It merely reinforces what legislators already believe and provides ammunition for them to support their stated positions. (This is not always the case, of course, and minds occasionally can be changed or opened during the committee phase of the process. It is rare, though, that testimony alone will have that effect, and must always be preceded and followed by other lobbying activity.)
32 • Testimony is a good way for one to go on the public record about an issue, both to ensure its voice is heard and to lay the groundwork for future battles. It can also serve as a vehicle for expressing support for coalition partners or like-minded organizations. Testimony can sometimes be as much about winning friends as it is about influencing people.
• Before testifying, be sure you understand the rules and customs that govern the hearing. Is a written statement required? Must it be submitted in advance? Is it the custom to read a formal statement or are brief extemporaneous remarks expected? Will the committee generally ask a lot of questions or just listen to a series of formal statements? How many people will testify and how much time can you expect to have? What’s the order and who determines it?
• Always know something about the legislators on the committee, especially the chairperson. The person testifying must be thoroughly briefed about what he or she can expect in terms of treatment (which can at times be unpleasant) and what “hot buttons” can be skillfully pushed to please or mollify a particular legislator.
• Select your official representative carefully. There are times when it is appropriate for a contract lobbyist to testify on your behalf (if you have one). That’s something that can only be determined in discussions with them. But most of the time the testifier will be a CPA member with some particular expertise. If technical matters are certain to be discussed, make sure the person in the “hot seat” can answer questions about them authoritatively.
• Whoever testifies on your behalf will be perceived as speaking for the CPA itself, so be sure that person thoroughly understands your position and knows what to say if they are pressed to express or modify an official policy position. Their words become your words, so be sure to use people who can be relied upon to keep their own agendas out of their remarks.
• Practice, practice, practice. It is a good idea to rehearse testimony, including expected questions.
• Be flexible. Whenever possible, get to the hearing well before you are scheduled to testify. That way you can see how things are going and what mood the committee is in. Adjust your remarks accordingly, particularly if you are scheduled for the end of a long day. Be prepared to cut remarks short or adjust their tone to adapt to the situation. (Remarks should almost always be brief anyway.)
• Be prepared to provide written copies of remarks and fact sheets to all the committee members and key committee staff, as well as to the media. Make sure your materials are well labeled and contain the component’s address and phone number and a name of a contact person to answer questions.
33 Legislative Contact Report
Date of Contact: ______
Type of Contact: r Telephone r Personal Meeting r Other (please specify) ______
Name of Legislator(s) and/or Legislative Staff:
If personal contact, please indicate the location:
Subject(s) Discussed:
Response of Legislator and Whether Follow-Up Is Needed:
Personal Informa Your Name ______tion Address ______City ______State ______Zip ______Phone ______Fax ______E-mail ______
Please Return By Mail, Fax, or E-mail To:
CPA 1022 G Street Sacramento, CA 95814 FAX: (916) 325-9790 E-Mail: [email protected]
Thank you for your time and feedback!
34 Executing Your Legislative Agenda: The Importance of Coalitions
“Coming together is a beginning… keeping together is progress…working together is a success.”
- Unknown
35 Legislative Coalitions
Advocacy is essential to the protection and promotion of psychological care, and coalitions are essential to advocacy. Legislators and the public are still vague about distinctions among mental health professionals and view psychologist’s arguments with other mental health professionals as “turf battles” they would rather avoid. Psychologists must continue to work actively to educate about their education and supervised clinical/specialty experience. But whether it is parity insurance coverage for psychological care or reimbursement rates, psychologists advocating on their own can be seen as self-serving. However, when psychologists join forces with other professions and with mental health advocacy groups they are viewed in a more positive light. Once this paradigm shift occurs it will be much easier for CPA to achieve all of its major legislative goals, including prescriptive privileges.
Major legislation is enacted most often through the combined efforts of a number of groups working in coalitions, rather than through the efforts of a single organization. With rare exceptions, only a coalition can produce contacts varied and influential enough to achieve success on a major public policy issue. Coalitions focus and coordinate the resources of many groups that have a common interest in a legislative issue. Coalition efforts may take several months or may continue for years, depending on the significance of the change being sought. While coalitions have the potential to garner tremendous legislative strength, they are always subject to the danger that some members may become dissatisfied with the direction being taken and attempt to arrange a legislative compromise not supported by the majority. Despite that inherent weakness, the risk is worth taking to gain the strength that comes from a broad base. One must realize that with the use of a coalition, compromise is the key word and, therefore, you may not always find support on all the positions it has taken.
Using Coalitions
Just as there is strength in numbers within a Chapter, there can be added strength in joining forces with other organizations to present a united front on a particular issue. Coalition building is a tricky business, however. No one likes to give up control or lose his or her identity (or sometimes be associated with people they do not necessarily like). But coalitions work. They are a good way to project political strength beyond the CPA’s own membership, amass financial resources that exceed the component’s budget, and share the burden of staff and volunteer work.
Coalitions are not entered into lightly, however, because they themselves entail significant effort to assemble, nurture, and maintain over a long period of time under stressful conditions. These are a few of the things to think about when contemplating coalitions:
• The legislative process usually involves a lot of negotiation, and the first negotiations may be with your coalition partners. It is pretty rare that coalitions are made up of groups that have exactly the same interests and expectations. Be prepared for some give and take and compromise about the coalition’s goals and strategies.
• Coalitions work best when the members know exactly what is expected of them. Sometimes it is helpful to have a letter of agreement spelling out who does what and how much each group is contributing in terms of time and money. This is especially true when there is some imbalance in the size, strength, and wealth of the participating organizations. The decision- and policy-making process must be spelled out very clearly and all members must accept lines of communication and authority before the coalition goes public.
• In some cases, a coalition may need to establish an identity, complete with a name, letterhead, and all the trappings of a formal entity. Communications to legislators and the
36 media would always list the members of the coalition but would come from the coalition itself.
Your efforts must focus on organizing third party support among diverse local organizations and individuals who support the organization’s position. Some areas to solicit are:
• Mental Health Clinics • Business and Civic Leaders • Professional Organizations • Elected Officials • Hospitals • City and County Associations • HMOs • Patient Protection and Advocacy • Insurance Companies Organizations • Law Enforcement • Unions • Charitable Organizations • The Military • Fraternal Organizations • Educators • Religious Charities • Minority Based Organizations • Homeless Shelters • The Media
Organizing a Coalition
First it must be determined whether there is interest among other groups in joining a coalition to work on a legislative issue. Describe the problem, as your Chapter sees it, in a memorandum and distribute it to other organizations seeking their input and asking them to state their position. Request a meeting among all those groups who express interest in your position and form an agreement on the specific goals of the coalition.
Every coalition must have one organization that serves as a clearinghouse. That organization attends to all the important mechanical details that go into the effective running of any meeting. The clearinghouse organization also takes responsibility for receiving information for the coalition and passing that information on to coalition members.
The strength of any coalition rests with its members. The coalition leaders must recognize that their principal role is to serve the members by working hard at the unexciting but critically important details required for effective coordination with the clearinghouse organization.
Working With a Coalition
It is very important to get the message across early that the success or failure of the coalition depends on the action of all its members. Get members involved immediately. Give them specific tasks and hold them accountable by asking them to report regularly at coalition meetings. It is essential that at least some members of the coalition view the coalition's issue as the top priority for their own organization. Otherwise, it is impossible to generate the steam needed for a successful effort on a major legislative initiative. The less passion held by coalition members for your issue, the more your effort will appear to legislators as simply another special interest exercise. As a result, the coalition's efforts will be largely discounted.
The lobbying techniques coalitions use are essentially the same as those individual organizations use. It is especially important to provide coalition members with accurate, timely, brief and clear information on which to take action because, in many instances, the goals of the coalition may differ somewhat from an organization's individual, long-range agenda. Coalition members must be consistent in their presentations to legislators. Their message must be focused.
37 However, coalition members should use the names of their individual organizations when lobbying a legislator. Chances are that the legislator will be more familiar with their organization than with the name of the coalition. For example, a CPA member should identify himself or herself as a member of CPA and as a psychologist who lives and works in the legislator's district. Once the legislator has identified you as a constituent and professional with ties to his or her district, the argument for your coalition should be made. Be sure to mention the name of other coalition member organizations to bolster your position.
If publicized appropriately, a coalition's legislative success can be helpful in attracting even more members and funding. Coalition members should always be given credit for legislative victories. The more coalition members feel that they have played an important role in the effort, the more they will want to stay involved and participate in new efforts that the coalition wants to make. Once a specific legislative effort has concluded, attempt to keep the coalition alive for future legislative battles.
38 Executing Your Legislative Agenda – The Importance of the Media
"We should always tell the press, freely and frankly, anything they could find out in some other way."
--Anthony Jay and Jonathan Lynn, BBC2 TV, "Yes", Prime Minister, Jan. 9, 1986.
39 The Media
An indirect form of lobbying that receives little attention is lobbying through the media. Legislators pay particular attention to the media and, therefore, it plays an important role in shaping public policy. Legislators take note of organizations and individuals featured in the media. Legislative staff rank very high the influence of both news articles and editorials in major daily newspapers as forces that influence legislators. Effective public and media relations can be an important means of building support for your legislative issue.
You cannot expect newspapers, magazines, and broadcast stations to inherently know and understand CPA's value. It is up to you to teach them, by providing useful information. Most organizations want their stories covered in the major metropolitan daily newspapers or on television or network radio, but those outlets generally cater to large, general audiences. Your story may have a better chance in a smaller community-sized outlet. You often get more coverage with many small stories scattered in dozens of local papers in lieu of targeting five grandiose metropolitan dailies like the San Francisco Chronicle and the Los Angeles Times. Often the larger papers and the broadcast media pick up stories from the smaller local papers. If they are important, they may be picked up by the wire services.
Guide to Dealing With the Media
The media is an important component to a legislative education program, since it is a powerful tool of persuasion and influence. This influence could be particularly helpful in obtaining support for CPA- sponsored legislation or in defeating potentially damaging legislative proposals. Letters to the editor, an opinion editorial piece (Op Ed), or an endorsement written by the paper's editorial team, that appear in the hometown papers of key decision-makers, speak volumes.
One of the most effective ways to influence public perception of an issue is to gain favorable editorial coverage in targeted statewide newspapers. CPA needs to identify target publications in key legislative districts, develop regionalized information kits for these publications and work to schedule editorial board meetings with each targeted newspaper.
For this plan, a small-scale media effort will be designed by piggybacking off of the information developed for the legislative efforts. At minimum, an information kit would be available if a reporter calls or attends a committee hearing to cover a bill that affects CPA. Moreover, these materials will assist local CPA chapters in developing relationships with local reporters to encourage feature stories or help ensure CPA members are used as expert sources.
It is said that all politics are local, which makes the media an excellent and powerful vehicle to communicate your key messages. Although a large media outreach program might prove too expensive, you can implement letters to the editor, opinion editorials, and meetings with editorial boards to reach some of the more "difficult" legislators and decision-makers.
Having psychology’s message heard in the media is vital to the support of other professional organizations as well as the public at large. This section contains pointers for dealing with all sorts of media, including print, television, and radio, which will help generate a positive exposure for the profession of psychology.
40 Media Mediums
Your Chapter can present information to the media in a number of different ways that will draw more attention to your issue and increase the interest of the legislature. The following media types should be considered:
Create a Media Contact List
Identify local media outlets: daily and weekly newspapers, radio and television stations, magazines and journals.
• Identify key reporters at these news outlets.
• For newspapers call city and metro desks or track bylines on stories similar to the ones you want.
• For broadcast outlets, correspondence addressed to Radio News Director or Television Station Assignment Editor is sufficient.
• Since turnover is high, consider generic labels, such as Features Editor.
Decide what coverage you need: a listing in "Community Calendar" for an upcoming event or a more sophisticated editorial about an impending issue.
Press Releases
You do not have to wait for the media to come to you; you can create an interest in a story with an effective press release. Journalists rely heavily on such releases to generate story lines, and a well- timed press release can greatly aid your grassroots advocacy efforts. You can use press releases to provide specific information about a specific issue, the latest research findings, or to advertise an upcoming event related to mental health (often referred to as a “Media Advisory”). The information contained in the press release should be both important and new. The press release should answer the five "w"s -- who, what, where, when, and why. You will probably want to add how as well.
The following additional tips will assist you with your next press release:
• How you write is how your organization will be perceived.
• Write so you cannot be misunderstood.
• Remember, "A picture is worth a thousand words", especially in a small-town newspaper. Slick magazines and larger, metropolitan newspapers will send their own photographer if your story is newsworthy.
• Use the 4-S formula for releases: Short, Simple, Strong, and Specific.
• Identify your target audience. Enlist beat writers and television/radio reporters in your area who cover health care issues.
• The beginning of the release should have a “hook” to grab reporters’ attention. Try to write the release in the “inverted pyramid” format, with the most salient information included near the top.
• Observe newspaper deadlines. Unless it is critical, never call a newspaper office before noon.
41 • Watch for news pegs. If you can relate your release to current events, it has a better chance of getting into the paper.
• Sentences should be short, words simple. Usually each sentence makes a paragraph, because the columns are narrow.
• Avoid complex words like “finalize” and “implement.” Use short, active verbs.
• Send releases at least two weeks before scheduled events. Magazine features must be sent six months early.
• Double-check your copy to make sure it is error-free.
• When you use a name, give first and last name in the first reference and last name only in subsequent references.
• Write out the entire name of an organization in the first mention and acronyms like CPA subsequently.
• Give the exact date of an event. Do not say yesterday or tomorrow.
• Include a fact sheet whenever possible.
• Remember, your people are your best resource. Their accomplishments make the best news releases.
• Give advance notice of happenings. The media is not interested in something that is over. And they do enjoy controversy. Just make sure it spins your direction.
Press Conferences
Unless your issue is particularly timely and important, it may be difficult to get good attendance at your press conference. Have a well-written press statement and background materials available as handouts. Keep the press conference short and leave time for a question-and-answer session.
Letters to the Editor
Letters to the editor can significantly increase awareness of your issue. Sometimes letters are used to respond to negative editorials. Your letter should be tightly composed and should use short, clear sentences. Use strong, active verbs. Use specific examples to make your points. Address only one issue per letter. Always sign your name and include your address and telephone number.
The following recommendations should be kept in mind when composing such materials:
• Call your local papers and ask for submission instructions for letters and Op-Ed pieces.
• Send your letter/Op-Ed to the largest newspaper in your community first. If they do not print your piece, send it to the next largest publication.
42 • Readers are drawn to stories with a “human interest” and local flavor. Use specific examples and vignettes that will spark community interest.
• Your goal is to evoke emotions in the reader (e.g., pointing out an injustice in health care that needs to be rectified) while at the same time offering an accurate conceptualization of the problem and your rational solution to the problem.
• Submit the piece on your letterhead, and have the head of your organization proof-read it. Include your contact information in case the Editor has questions for you.
• Follow up your submission with a phone call to the Editor asking about his or her plan to print your piece.
Tips for Interviews with the Media
• Allow yourself time to prepare. Before answering any questions, find out the reporter’s organization, his/her purpose in interviewing you, where and when the story will be appearing, what is his/her angle in the story and who else the reporter plans on interviewing. It is perfectly acceptable (and advisable) to set up a mutually convenient time to conduct the interview. Get the reporter’s phone number and keep it in your files for future reference.
• Plan your statement. Determine who the target audience will be for the interview and prepare for the interview accordingly. Gather the latest information and data to support your position. Try to have at least three “talking points” ready to go when you talk to the reporter. Think in terms of providing “headlines;” you are stating your conclusion FIRST, then supporting your conclusion with arguments. If your interviewer starts to go in a different direction from your points, use your therapy skills to “bridge” the conversation back to your main points.
• Avoid “psychobabble.” Explain your points using layperson’s language. Keep your answers short and simple. Use brief anecdotes whenever possible.
• Ensure accuracy. Do not be tempted to provide an answer to a question for which you may not have the answer. Tell the reporter that you will call back after looking up the information. In the same regard, if an interviewer makes a statement that you know to be inaccurate, (politely) correct him or her and provide the right information. If you present sensitive material that has the potential to be misunderstood or misquoted, make sure the interviewer is clear in his/her understanding of the material and the importance of reporting it accurately.
• Avoid “absolute” statements. Comments with the words “always” or “never” can often backfire on you.
• Use statistics sparingly. Too many numbers can confuse the issue and increases the likelihood for inaccuracy. If you must use numbers, round them off (e.g., “over 40,000,” not “41,050”).
• Be on guard for manipulation by the reporter. Do not answer any hypothetical questions, but be polite about it (e.g., avoid saying “no comment!” because it has a defensive, combative connotation). Be careful if the reporter asks you to comment on some facts and figures or someone else’s remarks; it is perfectly acceptable to ask to see/hear the source of such information before commenting. NEVER make an “off the record” comment to the reporter. In sum, don’t say anything that you wouldn’t want broadcast or seen in print.
43 • Keep the interview brief. Set a time limit for the interview with the reporter ahead of time. A set time limit keeps the questions focused and it reduces the risk of getting into uncomfortable or awkward material. Use highlights to accentuate your key points (e.g., “The real issue here, Mary, is that…”) This gives the listener a clear sense of your priority.
• Turn down certain types of interview requests. It is advisable to avoid an interview on subject matter that is out of your area of expertise, or is a live, debate-oriented broadcast, or includes psychologically vulnerable individuals, or in any way compromises you. A simple, polite “no thank you” to an interview request can save you headaches down the road. Do not worry that such a decision will be used against you in the future; there will always be other opportunities.
• Offer to follow up with additional information. By doing so, you are also sowing the seeds for the reporter to rely on you as a credible source for future stories.
44 Conclusion: A United Effort
“Our lives begin to end the day we become silent about things that matter.”
--Martin Luther King Jr.
45 CPA must speak with one voice! The message must be consistent, and the goals must be the same, whether articulated by a keyperson (member), a coordinator, or CPA’s Director of Government Affairs. When a legislator senses a lack of support or hears a fragmented message, CPA loses valuable, hard earned ground.
CPA needs to identify target legislators; prepare all media materials; contact the media and pitch story ideas, opinion editorials, and letters to the editor; schedule editorial board meetings; plan news conferences for breaking news; prepare talking points and media briefings; and provide support for grassroots mobilization.
If the local Chapters become cohesive, hard-working groups that are sophisticated about the legislative process, your issues will receive a more sympathetic hearing and a better chance for a favorable vote. You can certainly be successful advocates of change, but you must work together!
The techniques of grassroots lobbying included in this manual will help your Chapter build a well-orchestrated grassroots campaign that can provide leverage to help ensure legislative success. If you have any questions or would like additional information that is specific to your Chapter, please feel free to contact CPA’s Director of Government Affairs at (916) 325- 9786, ext. 106 or the Government and Community Affairs Assistant at (916) 325-9786, ext 124.
46 APPENDIX A
47 Chapter Fundraising Guidelines
Your Chapter, according to the IRS, is a business league. A business league is an association of persons having some common business interest, the purpose of which is to promote such common interest and not to engage in a regular business of a kind ordinarily carried on for profit. Professional associations are considered to be business leagues. The business league must be devoted to the improvement of business conditions of one or more lines of business as distinguished from the performance of particular services for individual persons. It must be shown that the conditions of a particular trade or the interests of the community will be advanced. No part of its net earnings may inure to the benefit of any private shareholder or individual and it may not be organized for profit or organized to engage in an activity ordinarily carried on for profit.
Therefore, according to IRS laws CPA Chapters should keep in mind the following when engaging in lobbying or political donating:
LOBBYING The seeking of legislation germane to the business league's programs is recognized as a permissible means of attaining its exempt purposes. Thus, a IRC Section 501(c)(6) business league may further its exempt purposes through lobbying as its primary activity without jeopardizing its exempt status. However, a IRC Section 501(c)(6) organization that engages in lobbying may be required to either provide notice to its members regarding the percentage of dues paid that are applicable to lobbying activities or pay a proxy tax. For more information, download Lobbying Issues
POLITICAL DONATING The exempt purposes of a business league does not include direct or indirect participation or intervention in political campaigns on behalf of or in opposition to any candidate for public office. However, a IRC Section 501(c)(6) business league may engage in some political activities, so long as that is not its primary activity. However, any expenditures it makes for political activities may be subject to tax under IRC Section 527(f). Bottom line...do not make direct expenditures.
Money remains “the mother’s milk of politics,” just as much in today’s era of term limits as when former state Assemblyman Speaker Jesse Unruh first used the phrase. For candidates and officeholders, money means the ability to stay in office. It can cost $200,000 to more than $1 million to win a legislative campaign. Even a local city council election can cost from $25,000 to $250,000. Elected officials know exactly who contributes to their campaigns and who shows up at their fund-raising events. You need to heed the rules in political contributions. Even an innocent mistake can cause difficulties if you do not pay close attention to proper contribution procedures.
Therefore, the following tips will assist you comply with applicable laws:
Contributions Are Public California law requires the CPA-PAC to obtain the name and address of all contributions of $25 or more. Additionally, the law requires us to disclose the name, occupation and employer of each person contributing $100 or more in a calendar year. This information will be reported and available to any member of the public who wants to look it up-including the
48 news media and opponents. Contributions forwarded without the required information must be returned to the donor.
Money Orders and Cash Contributions California law no longer permits contributions by cashiers’ checks or money orders of $100 or more. Additionally, the CPA-PAC advises against accepting cash contributions. Under no circumstances may cash contributions exceed $99.
Contributions to the CPA-PAC are not deductible as charitable contributions for federal or state income tax purposes. Contributors must be advised that contributions are not tax deductible. The above statement in bold should appear on all political invitations.
Be Aware of Contribution Limits Local campaign contribution limits for candidates vary from place to place within California. Check with your favored candidate to learn those limits.
1. Generally, candidates for state Assembly or Senate are limited to a maximum of $3,200 per election, primary and general, from any individual, PAC, and other entity. 2. Generally, candidates for state-wide office are limited to a maximum of $5,300 per election, primary and general, from any individual, PAC, and other entity.
There is no Quid Pro Quo A campaign contribution can be given to somebody who we believe will be sympathetic to psychologists’ issues. It cannot be given in exchange for a specific vote on a specific issue. Never discuss a Legislator’s vote record in the same meeting where you discuss a contribution. It is not only illegal, it marks you as a political novice. Even the appearance of an improper connection can lead to criminal or civil prosecution.
FPPC Guidelines When a Chapter holds a fundraiser it can communicate ONLY to members of the Chapter, however, do not spend any money doing so because it WILL have to be reported. To quote the FPPC 85312..."For purposes of this title, payments for communications to members, employees, or shareholders of an organization for the purpose of supporting or opposing a candidate or a ballot measure are not contributions or expenditures, provided these payments are not made for general public advertising such as broadcasting, billboards, and newspaper advertisements." Therefore, you definitely can advertise fundraising events to YOUR members...just do not buy a billboard ad on the freeway!
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