Guest post by Jeanne Kojis, Executive Director at Nonprofit Network Southwest Washington

In this lively session experienced policy leaders profiled different tactics to communicate messages and build relationships with policy makers.
 
First rule of all communications is to know your audiences, in both the broad general sense as well as individually. Broadly speaking – U.S. Senators have a considerable power as individuals. The House of Representatives is much more about the power of that entire body – individual representatives have far less leverage.

The panel cautioned that in the wake of the recent election, it is best to remember that seeing mandates is in the eye of the beholder. When you map allies and champions, do a thorough vetting process so that your language acknowledges each persons perspective. To be heard - understand how they hear. 
 
Chris Hansen, president of American Cancer Society Cancer Action Network spoke of lobbying as an ‘inside game’ as well as an ‘outside game.’ That Network does not have a political action committee – but instead prepares volunteers at both the grassroots and grass tops levels to carry the message forward. They work with direct lobbying, through coalitions at the national and state levels, and client advocacy by feeding groups intelligence, and taking time to celebrate wins, as well as doing tough evaluation to keep improving. Their broad approach is deepened by the thousands of personal stories from people touched by the disease. 
 
Nicole Porter, director of advocacy at The Sentencing Project, works to create informal "working groups" as opposed to using 'coalitions." Their less structured transparency results in a nimble approach suited to their work.
 
Tom Sheridan, president of the Sheridan Group, drew a comparison to the six steps of successful dating.

1. Identify who is compatible, and interested in the same things as you.
2. If possible, localize your "first date" by bringing them to your program.
3. Be interesting – and interested – highlighting how your mutual concerns resonate. Make it easy for them to be a champion. Create fact sheets on the benefits to their constituents. Use information as currency to make the case for change and action.  
4. Follow up multiple times so they know you are serious. Introduce them to board and others who they also want to know. 
5. Recognize their commitment to your issue in front of others.
6. Work together - ask for their assistance in sponsoring a bill, etc. 

Harness the social capital of your organization and individuals close to you to move something forward. Local networks can provide powerful leverage in holding people accountable. Take the larger view of what needs to happen, and both acknowledge their contributions, and call them out when ideology or other reasons threaten to detour their commitment – "thank and spank." Letters to editors of local papers are one tactic to do both.
 
Stick with it – remembering to use your voice as individual citizens as well as employees. Despite a challenging process and barriers, you can learn to overcome them.  You "cannot service your way out of poverty" – you need policy change for lasting change.