Section 7. Lobbying Decisionmakers

Who, me? A lobbyist?

Quite possibly.

Lobbying is often associated with professional advocates, corporations, interest groups, and political influence. But community members, nonprofit organizations, coalitions, businesses, and other groups also communicate with decision-makers about policies and public issues.

Lobbying can be an appropriate and socially responsible form of civic participation when it is conducted lawfully, transparently, and without bribery, improper gifts, threats, undisclosed conflicts of interest, or other forms of improper influence.

What do we mean by lobbying?

In this section, lobbying means communicating with a person or institution that has authority over a decision and asking for a particular policy, budget, administrative, legislative, or organizational action.

Much lobbying involves government decision-makers, such as:

• City council members
• County commissioners
• School board members
• State legislators
• Members of Congress
• Governors and other elected officials
• Agency officials
• Other public decision-makers

Similar advocacy may also involve people outside government, such as:

• Organizational boards
• Business leaders
• University administrators
• Hospital or health-system leaders
• Foundation or nonprofit leaders
• Other people with authority over an institutional decision

The legal definition of lobbying may be narrower than the broad advocacy meaning used in everyday conversation.

Organizations should check the laws, ethics rules, disclosure requirements, grant restrictions, tax rules, and internal policies that apply to their activities.

Lobbying is not bribery or improper influence

Ethical lobbying does not involve:

• Bribes
• Kickbacks
• Undisclosed gifts
• Quid-pro-quo arrangements
• Improper personal favors
• Threats or harassment
• Misrepresentation of facts or community support

Ethical lobbying relies on evidence, experience, values, community priorities, and a clear explanation of the action being requested.

Why lobby decision-makers?

Lobbying can help decision-makers understand perspectives, experiences, and information that may not otherwise be part of the decision-making process.

You may lobby because:

• A proposed decision affects you or your community
• You have relevant lived experience or technical knowledge
• Important evidence has not yet been considered
• You support or oppose a proposed policy
• You believe a policy should be revised
• You want decision-makers to consider another option
• You want greater oversight, funding, or implementation
• You want to explain the consequences of a current policy

Do not assume that the decision-maker is less informed than you are.

Different people may hold different forms of knowledge. Community members may understand lived effects, agency staff may understand implementation, researchers may understand evidence, and elected officials may understand legislative, budget, or legal constraints.

Effective lobbying can bring those forms of knowledge into the same decision-making process.

When should you lobby?

Lobbying may be useful when a person or institution with relevant authority is considering, implementing, reviewing, or funding an issue that matters to your community.

Timing may be especially important:

• Before a legislative or board vote
• While a bill or proposal is being considered by a committee
• During a budget process
• During development of regulations or administrative policy
• When implementation problems become visible
• When new evidence becomes available
• When decision-makers request community input
• When an issue requires sustained public oversight

Avoid unnecessary or excessive contact

Repeated contact is not automatically more effective.

If an office has already received your information, consider whether your next communication adds:

• New evidence
• A new development
• A specific question
• An additional affected perspective
• A response to a recent decision

Persistence can be appropriate, but repeated unwanted personal contact can undermine the effort and cross professional boundaries.

How should you lobby decision-makers?

Start with the issue

Define clearly:

• What decision is being made
• Who has authority over it
• What you want to happen
• Why you believe that action is appropriate
• Who may be affected
• What evidence supports your position
• What important tradeoffs or uncertainties exist

Do not choose issues only because they appear easy to win, emotionally sympathetic, or politically advantageous.

Important issues may be difficult, unpopular, or affect relatively small populations.

The strength of an advocacy issue should depend on its significance, evidence, equity, legal context, community priorities, and potential effects – not simply its likelihood of generating favorable publicity.

Follow the issue closely

Use current, reliable sources to understand:

• The text of proposed legislation or policy
• Amendments
• Committee activity
• Hearing schedules
• Budget proposals
• Agency guidance
• Votes and implementation decisions

Government websites, legislative tracking systems, public meeting agendas, agency notices, reputable news organizations, and other current sources may help.

Larger organizations may designate staff or volunteers to monitor relevant public policy and report important developments.

Build meaningful community participation

Community support can matter, but advocacy should not be measured simply by how many people can be mobilized.

Strong participation means that people understand the issue and have a meaningful opportunity to express their own views.

Community members may:

• Help define the advocacy goal
• Share lived experience
• Review proposed policy
• Contact decision-makers
• Provide testimony
• Participate in meetings
• Evaluate proposed alternatives

Avoid creating the appearance of community support through identical scripts, undisclosed coordination, or messages sent by people who do not understand or support the position.

Constituents may appropriately hold elected officials accountable

Constituents have a legitimate interest in knowing how elected officials vote and what positions they take.

It is appropriate to:

• Ask an official to explain a position
• Track votes
• Publish accurate voting records
• Tell an official that an issue matters to constituents
• Consider an official's record when voting

Accountability should not be framed as a personal threat.

A more constructive message is:

This issue matters to people in your district. We are following the proposal closely and would like to understand how you plan to address it.

Identify the relevant decision-makers

Determine who actually has authority over the decision.

For legislation, this may include:

• Your elected representatives
• Committee chairs
• Committee members
• Legislative leadership
• Sponsors or cosponsors
• Relevant legislative staff

For administrative or institutional issues, identify:

• The responsible department
• Staff responsible for implementation
• The board or official with final authority
• Any formal public-comment or review process

Use official directories and organizational information rather than relying primarily on informal connections.

Understand the decision process

Knowing who has authority is only part of the task.

Also learn:

• What stage the proposal is in
• Which committees or departments are involved
• What deadlines apply
• Whether public comment is available
• What vote or approval is required
• What staff members work on the issue

Communicate with decision-makers

Offices may provide several ways to communicate, including:

• Email
• Official web forms
• Phone
• Virtual meetings
• In-person office meetings
• Community office hours
• Public hearings
• Postal mail
• Organized constituent meetings

Ask the office which method is most appropriate if you are unsure.

Respect personal and professional boundaries

Do not contact an official at a private home, personal event, family activity, restaurant, place of worship, recreational activity, or other personal setting simply because the person is difficult to reach officially.

Do not use private contact information obtained through personal connections unless the recipient has agreed to be contacted that way.

Use official communication channels, scheduled meetings, public events, or mutually agreed introductions.

Staff members are legitimate points of contact

Legislative and administrative staff often:

• Research policy
• Review constituent correspondence
• Schedule meetings
• Track legislation
• Prepare briefings
• Advise decision-makers

Treat staff members as professionals rather than as barriers between you and the official.

A constructive working relationship with relevant staff can improve communication and help you understand the decision-making process.

Invite officials to community meetings when appropriate

An elected official or staff member may be willing to attend:

• Community forums
• Listening sessions
• Site visits
• Public meetings
• Issue briefings
• Constituent events

Give adequate notice and explain:

• The purpose of the event
• Who will participate
• What role you are asking the official to play
• Whether the event is public
• Whether media will be present

Do not imply that attendance is politically obligatory or arrange an event primarily to create reputational pressure.

Prepare the message

A clear lobbying message usually explains:

• Who you are
• Whether you are a constituent
• What organization you represent, if any
• Your connection to the issue
• The bill, policy, budget item, or decision involved
• The action you are requesting
• The evidence supporting your position
• The likely effects of the decision
• Important tradeoffs or implementation concerns

Identify yourself transparently

State whether you are speaking:

• For yourself
• For an organization
• For a coalition
• In a professional capacity

Do not imply that you represent a larger population unless you have authority or evidence to do so.

Disclose relevant organizational or financial interests when appropriate or required.

Make a specific request

Examples include:

• Vote for or against a particular bill
• Support an amendment
• Preserve or change a budget item
• Request agency review
• Sponsor legislation
• Hold a hearing
• Change an administrative practice

Include the bill number, policy title, hearing date, or other identifying information when available.

Support the request with evidence

Use information that is:

• Accurate
• Relevant
• Current
• Clearly sourced
• Proportionate to what the evidence actually establishes

Personal experience can explain how a policy works in practice.

Research and data can help establish scale, patterns, costs, outcomes, or likely effects.

Use both when appropriate.

Explain benefits, costs, and tradeoffs

Decision-makers need more than a list of reasons to support your position.

Be prepared to discuss:

• Who benefits
• Who may bear costs
• Implementation challenges
• Budget effects
• Legal requirements
• Possible unintended consequences
• Alternatives

Do not dismiss possible downsides as easily overcome unless you have evidence supporting that conclusion.

Do not rely mainly on the official's personal self-interest

It can be appropriate to explain how a proposal affects constituents, public resources, agency responsibilities, local employers, services, or other legitimate interests.

Avoid building the message primarily around:

• Helping an official gain publicity
• Making the official look like a hero
• Helping the official win reelection
• Advancing the official's personal career
• Avoiding embarrassment

The strongest case should explain why the requested action serves the policy objective, community, public responsibility, or institution involved.

Keep communication concise and respectful

Decision-makers and staff often review large amounts of information.

Make the main request easy to identify.

Additional documentation can be provided separately when needed.

Strong disagreement is appropriate.

Avoid:

• Personal attacks
• Harassment
• Threats
• Unsupported accusations
• Misrepresentation of public support

Follow up appropriately

After a meeting or communication:

• Send requested information
• Correct any important factual errors
• Confirm major commitments in writing
• Track the relevant vote or decision
• Thank staff or officials for their time when appropriate
• Continue communication when new developments justify it

Do not continue contacting an individual through personal channels after the person or office has asked you to use another process.

Evaluate the lobbying effort

After a decision, ask:

• Did decision-makers understand the request?
• Was the evidence accurate and useful?
• Were people directly affected meaningfully involved?
• Did the advocacy accurately represent community support?
• Were important tradeoffs acknowledged?
• Did the strategy respect ethical and professional boundaries?
• What should be done differently next time?

In Summary

Lobbying is one way community members and organizations can communicate with people who have authority over public or institutional decisions.

Ethical lobbying relies on evidence, experience, transparency, lawful civic participation, and a clear request.

It does not require bribery, gifts, personal favors, threats, or undisclosed arrangements.

Begin by identifying the decision, the people or institutions with authority, and the action you want them to take.

Understand the decision-making process and use current official information to track legislation, policy, budgets, hearings, and implementation.

Build meaningful community participation rather than simply trying to maximize numbers or create the appearance of broad support.

Constituents can appropriately monitor officials' votes and consider those records when making electoral decisions, but accountability need not be framed as a personal threat.

Use official or mutually agreed communication channels and respect personal boundaries.

Treat legislative and administrative staff as important participants in the policymaking process.

State who you are, what you are asking for, why you are asking, and what evidence supports your position.

Explain likely benefits, costs, tradeoffs, and unintended consequences honestly.

Do not build the case primarily around opportunities for an official to gain publicity, political advantage, or personal status.

Keep communication clear, concise, respectful, and accurate.

Follow up when there is new information or a meaningful next step.

Finally, remember that lobbying is not simply about persuading someone with more power to give you what you want.

At its best, it is a form of civic participation that brings evidence, lived experience, community priorities, and proposed solutions into decisions that affect the public.