Public Policy Handbook
Public Policy Handbook
Letter
from the Chair, Public Policy Advisory Council
Dear Security Professional:
Several years ago, ASIS made a deliberate decision to take action
to protect and advance the interests of its members in the public
policy arena. This was in recognition of the fact that laws and
regulations are an increasingly important part of our everyday lives
as Americans and security professionals.
New laws and regulations are being developed constantly. Some may
have beneficial effects on security, and some may be damaging. There
is only one way in which we can try to ensure that the laws and
regulations are beneficial to us. That is by making our opinions
known to government officials.
This Handbook describes the rationale, structure, methods and rules
of ASIS's public policy program. We believe that it will prove valuable
as a guide to those ASIS members who are involved in our government
relations activities. And we hope it proves valuable to all ASIS
members who wish to enhance their own understanding of government
and their ability to make it work better.
Sincerely,
Marene Allison
Chair, Public Policy Advisory Council
I. Public Policy.
A. Definition. Public policy is the code which governs our
behavior as citizens. It includes laws, which begin as legislation,
and regulations, which prescribe how the laws will be enforced.
Public policy is established at all levels of government-federal,
state, county, district, and local-and it affects the lives of all
Americans every day.
A law is enacted, or a regulation promulgated, to meet a perceived
need or resolve a perceived problem. In a democracy, the process
often includes the detailed examination of opposing points of view
relative to the need or problem and the proposed solution(s). Efforts
are made to establish facts, and this often leads to analysis of
trade-offs between opposing interests and courses of action. The
result is supposed to be the one which serves the greater good.
Often it is. Almost invariably, however, the result is the one in
which, for better or worse, the most effective arguments prevail.
The initial result is not necessarily the final one. Public policy
is a living system of laws and regulations, any one of which may
be re-examined upon determination that it is not serving the intended
purpose, that it has unintended consequences, or that it has become
obsolete. In other words, just because a law or regulation has been
put on the books, it does not mean that the books are closed.
At every step, Americans have the right to participate in the public
policy process. They have the right to bring their knowledge and
opinions before those who make public policy in both the legislative
and executive branches. Unfortunately, very few do. Many believe
that "the system" is so big and complicated, and so under the influence
of partisan politics and campaign contributions, that the voice
of the individual citizen will not be heard. Unfortunately, there
is some justification for this point of view. And yet, taken as
an excuse for not becoming involved, it is a tragic misconception.
Normally, "the system" works exactly as it should.
B. Public Policy is Important. We all have to live with
it. But we also have the power to affect it. Elected officials want
to hear from citizens, especially their constituents, who are knowledgeable
about issues or have strong opinions about them. These elected officials
conduct hearings in order to gather information, and they also are
happy to meet with citizens who can contribute special knowledge
or opinions to the process. When they don't get this kind of information,
the result often is law or regulation that is based on faulty premises
and that sometimes has effects worse than the original problem that
was to have been resolved.
The public policy process is like a bustling, competitive marketplace.
Interests strive to ensure that they are heard and that their knowledge
and opinions will be strongly considered, and perhaps even prevail,
in the development of policy. Virtually every cause, organization,
profession, business, political jurisdiction, neighborhood, family,
and individual in the United States has interests, many of which
are locked daily in the struggle for primacy in the public policy
marketplace. Often, different interests of the same group or individual
will be in competition with one another. But whether or not we choose
to participate by advancing our interests and opposing competing
interests, the marketplace will continue to function. Policy will
be made with or without any single group or individual "at the table."
In this sophisticated age, many interests have raised issue advocacy
to an art form. Partisan politics and campaign contributions aside,
most policy outcomes are the result of positions that are clearly
and convincingly articulated. Those who are unable to participate
in the process, or who choose not to participate, can only hope
that their interests are of such obvious and compelling merit that
they will prevail. That outcome is not likely. Normally, they just
forfeit the contest to those who care more, have more resources,
or are willing to work harder.
Security professionals, many of them coming from law enforcement
or military backgrounds, sometimes tend to think of contact with
elected officials as "political" activity, and therefore somehow
unseemly. It isn't. In fact, each of us has a civic duty to advise
our elected officials of our experience and opinions on relevant
issues. If we don't, then we cannot expect the results to reflect
our knowledge or opinions, or to be much to our liking.
Ignoring public policy, or throwing up one's hands in exasperation,
only guarantees that decisions will be made and policies pursued
without consideration of one's point of view. Even worse, for security
professionals it guarantees that competing interests, some with
views and objectives that are completely unconcerned about security,
will prevail in the marketplace. Congress often has before it several
measures with serious implications for the security profession.
These measures will be shaped by those whose voices are heard. And
who is more qualified than the security professional to articulate
the concerns of the security profession and those it serves?
II. The ASIS Public
Policy Advisory Council (PPAC).
A. The PPAC. In 1997, the leadership of ASIS established
the Public Policy Advisory Council as a standing council of the
Society. This was in recognition of the fact that the security profession
needed a strong voice in the places where public policy is decided.
The decision also followed a December, 1996 survey of ASIS leadership
in which nearly all the respondents expressed a desire to see ASIS,
and through it the profession, take a more active role in public
policy.
The PPAC's mission may best be summarized as "working to shape
and improve the public policy environment in which security professionals
practice their craft." The PPAC has the following as its basic activities:
(1) identify public policy issues that have, or are likely to
have, a significant impact on security professionals and on their
ability to provide security;
(2) determine the priority of any given issue, and therefore
whether it should be monitored, referred to other ASIS councils,
or acted upon in support or opposition;
(3) develop positions on selected issues which reflect, as closely
as possible, the experience and opinions of security professionals
affected by those issues; and
(4) plan, coordinate, and implement activities which educate
public officials and which work in support of, or in opposition
to, selected issues.
Since its establishment in 1997, the PPAC has worked to educate
Members of Congress and executive branch officials about the scope,
size and importance of the security profession. It also has offered
ASIS as a valuable resource for officials to use when considering
issues and options. Thus, it has heightened significantly the visibility
of the Society and the profession. One result has been success in
advocating a private security position on several important bills
which have been enacted into law.
B. ASIS Legislative Counsel. Assisting the PPAC is ASIS's
Legislative Counsel, a consultant in government relations and public
affairs, who reports to the PPAC and to the Executive Director of
ASIS. The Legislative Counsel:
(1) monitors legislation for issues affecting the security profession;
(2) recommends priorities, positions, strategies, and actions
to the PPAC;
(3) serves as a point-of-contact with ASIS Legislative Coordinators;
and
(4) carries out directives of the PPAC before the Congress and
executive branch of the U.S. Government.
C. PPAC Membership. ASIS Procedure 6018 prescribes the membership
of the PPAC. It states, "PPAC membership will consist of senior
ASIS leaders, including the President and past Presidents, the Chairman
and past Chairmen, Vice Presidents, and a representative from several
key committees/councils, including the Law Enforcement Liaison Council
and the Private Security Services Council." The Chairman of the
PPAC is selected by the President of ASIS. Further appointments
to the PPAC may be made by the Chairman of the PPAC, in consultation
with the President and the Executive Director. These additional
appointments are based on an individual's stature in ASIS and the
security profession, specialized expertise that is needed by the
PPAC, and strong interest in, and commitment to, the mission of
the PPAC.
The PPAC believes that ASIS now must bring the strength of its
membership to bear on the public policy process. This can most effectively
be done through the chapters and councils.
III. ASIS Chapters
and Public Policy
A. The Importance of the Chapter. The great strength of any
organization is at the grassroots. This is particularly true when
it comes to the politics of policy. The chapters of ASIS demonstrate
the Society's size and geographic distribution, and implicitly,
its societal and political strength.
No one gets the attention of an elected official quite like a constituent.
It is by serving constituents that these officials are re-elected.
Our chapters are the best vehicle for reminding elected officials
that ASIS members: are constituents; are a vital part of the community;
work for major interests in the community; and protect life and
property in many of the places where other constituents work, play
and do business.
ASIS members gain the attention and respect of elected officials
when they speak out effectively and informatively on issues affecting
security. Each chapter should appoint someone to coordinate this
process.
B. Appointment of the Chapter Legislative Coordinator. In
the section on "Chapter Committees" in the ASIS Chapter Handbook,
it is suggested that chapters "may wish to consider (the appointment
of a legislative committee) if the need exists." The PPAC asks that
each chapter chairman give this strong consideration.
If appointment of a legislative committee is not deemed feasible,
the PPAC asks that, at the very least, one member be appointed to
serve as Legislative Coordinator for the chapter. The chapter Legislative
Coordinator, whether chairing a legislative committee or working
without a committee, will serve as the focal point for public policy
in the chapter.
The appointment of Legislative Coordinators requires care. Appointees
should genuinely and strongly believe in the advancement of the
security profession and want to play a role in shaping public policy
that affects the profession. They should have an interest in government
and politics and good communications skills. And they should be
willing to devote several hours each month to the task. Access to
email is critical, since that is the preferred method for communicating
rapidly on late-breaking legislative development.
Information on chapter Legislative Coordinators should be sent
to the Chairman of the PPAC via ASIS's Legislative Counsel at jlichtenstein@asisonline.org.
This should include name and, for both work and home: address; phone;
fax; and email.
C. Role of the Chapter Legislative Coordinator. The role
includes the following activities prescribed in the Chapter Handbook:
1. keep track of, and report on, developments in proposed state
and local legislation of interest to the security profession;
2. present testimony, when necessary, before the appropriate
state and local governing bodies on behalf of the local chapter
only; and
3. send a copy of any position taken on local or state regulation
to Headquarters. In addition, and in keeping with ASIS's increasingly
dynamic approach to national public policy, the following tasks
not prescribed in the Chapter Handbook are included:
4. serve as chapter point-of-contact for the PPAC and Legislative
Counsel;
5. receive from Headquarters, and pass on to the chapter members,
information on developments in Washington, DC affecting the security
profession, including periodic Legislative Status Reports;
6. convey to the PPAC and Legislative Counsel the chapter's views
and concerns on important public policy issues;
7. establish and maintain relationships with selected public
officials and their staffs;
8 coordinate chapter participation in campaigns designed to advance
or oppose selected policy measures; and
9. arrange chapter representation for important meetings with
their own elected officials in Washington, DC.
D. The Chapter Impact on National Policy. The last three
of the roles identified above for the Legislative Coordinator will
enhance the Society's ability to conduct its activities nationally
from Washington, DC. To elaborate on each:
1. Establish and maintain relationships with selected public
officials and their staffs. Such relationships are an investment,
and should be established before they are needed. The process
of forming relationships with public officials seems more complicated
and time-consuming than it really is. A program of chapter liaison
with a Member of Congress might include the following:
a. The Legislative Coordinator and other chapter members may
meet initially with the local staff of the Member of Congress,
either the office director or the aide who handles crime and
security issues. This would be to familiarize them with ASIS
and the security profession. The chapter should offer ASIS as
a resource on issues involving security.
b. Several times per year, the Legislative Coordinator may
meet or talk with the Member's local office staff, to keep ASIS
"top of mind." He or she might offer briefings to the staff
or to the Member of Congress on selected issues-those which
affect security nationally, and those which are of interest
locally.
c. The chapter may invite the aide(s) and/or the Member to
appropriate chapter events. In fact, the chapter should try
to meet with the Member at least once during each two-year term,
especially when he or she is at home during a Congressional
recess. That is when Members of Congress are most available
to constituents. Perhaps the Member could be invited to speak
at a chapter luncheon or ceremony, or participate in another
event, even one is developed specifically for this purpose.
Such activities, if well publicized, can play a significant
role in chapter development. When inactive ASIS members and
other security practitioners note that the ASIS chapter is becoming
a "player" in public life, it enhances the prestige of the chapter
and the value of membership. It also attracts the attention
and interest of other community leaders, such as the employers
or clients of ASIS members.
2. Coordinate chapter participation in campaigns designed to
advance or oppose selected policy measures. A further role of
the chapter Legislative Coordinators will be organizing expressions
of support or opposition from the chapters on issues which are
important to ASIS. If a particular Member of Congress is crucial
to the outcome of an issue, we may ask the Legislative Coordinator
to organize a communications campaign aimed at that Member. In
all cases, we will provide guidance to the Legislative Coordinator.
3. Arrange chapter representation in important meetings with
their own elected official in Washington, DC. The chapter legislative
coordinators will be able to assist us in identifying chapter
members who might be needed to meet here in Washington with their
Member of Congress at a critical time on a critical issue. Nothing
can drive a point home to a Member of Congress more effectively
than a constituent's direct request for help.
This system can be a very powerful tool for the security profession.
If it works as it should, Members of Congress and their staffs will
become familiar with ASIS and conversant in security issues. And
they will get to know some of the ASIS members in their districts
and the companies for which they work. Important doors will have
been opened even before ASIS's Legislative Counsel and staff do
their jobs in Washington, DC. We already have seen this happen in
some cases, but only in areas where the chapters have been active
in seeking to know their elected officials.
E. Roster of Chapter Legislative Coordinators. There are
149 domestic chapters of ASIS. Only about a third of these have
appointed Legislative Coordinators. The most recent roster of chapter
Legislative Coordinators, including contact information, is under
construction and will appear at Appendix A of this Guide. This roster
will be updated as new information comes in from the chapters.
F. Roster of Chapters and Their Members of Congress. The
process of bringing chapters' strength to bear in national public
policy requires determining how chapters line up with Congressional
districts. With two senators per state, the relationship between
their jurisdictions and the chapters of ASIS is clear. With Representatives,
however, the lines are a little less clear. There are 535 Senators
and Representatives in the U.S. Congress. Some ASIS chapter areas
include several Congressional districts. And some Congressional
districts overlap between several ASIS chapter areas.
At Appendix B of this Guide will appear a roster of chapters and
the Congressional districts they include. Members of Congress will
be named, with contact information. This also will be updated as
new information comes in from election results, Congressional offices,
and ASIS chapters.
V. ASIS Councils and
Public Policy
A. The Importance of the Council. Whereas the chapters of
ASIS work best to show the size, scope and political strength of
ASIS and the security profession, the councils work best to show
the in-depth issue expertise and experience of the society and profession.
When particular knowledge of an issue is needed, the council is
the repository of that knowledge, either directly from the council
members or through their contacts with other ASIS members who are
known and respected in the topic area.
B. Appointment of the Council Legislative Coordinator. Just
as it did with chapters, the PPAC asks that each council chairman
give strong consideration to appointment of a Legislative Coordinator.
The council Legislative Coordinator, whether chairing a legislative
subcommittee or working without a subcommittee, will serve as the
focal point for public policy in the committee.
The same criteria and care called for in appointment of a chapter
Legislative Coordinator is required in the appointment of a council
Legislative Coordinator.
Information on committee Legislative Coordinators should be sent
to the Chairman of the PPAC via ASIS's Legislative Counsel at jlichtenstein@asisonline.org.
This should include name and, for both work and home: address; phone;
fax; and email. Email is important for communicating widely on fast-breaking
legislative developments.
C. Role of the Council Legislative Coordinator. The role
includes the following:
1. serve as council point-of-contact for the PPAC and Legislative
Counsel;
2. receive from Headquarters, and pass on to the council members,
information on developments in Washington, DC affecting the security
profession;
3. convey to the PPAC and Legislative Counsel the council's views
and concerns on important public policy issues, especially those
involving the council's area of expertise;
4. when requested by the PPAC, to canvass council members and
other ASIS members in the council's field of specialization in
order to provide knowledge, opinion, and expressions of experience
on issues involving that field; and
5. provide experts and expert testimony for meetings with public
officials and for public hearings.
D. The Council Impact on National Policy. ASIS councils
permit us to participate in the public policy process in an active,
informed way. They can reach deeply into the society and find the
kinds of information that are important to policy makers. Because
the officials who are drafting laws often do not have first-hand
experience in the subject matter at hand, they rely on those who
do, and who therefore can lend reality to the process.
The members of ASIS councils, as well as the other experts they
can reach within and around the society, are invaluable sources
of information on the practical aspects of policy, such as: how
severe a need or problem really is; what has worked or not worked
in the past; and what may work or not work in the future. In addition
to providing experts for meetings and testimony, they can identify
and gather anecdotal evidence of problems, often called "horror
stories," which are of interest to public officials. Our councils
offer us the opportunity to contribute directly to the substance
of laws and regulations.
For private security officials, it is worth considering that the
Congress first and foremost goes to federal law enforcement agencies
for information on crime and security issues. If ASIS and its members
fail to participate, the information that Congress receives will
come solely from the perspective and experience of public law enforcement
alone. The resulting picture is incomplete, simply because the experience
and interests of public law enforcement and private security are
not always compatible. It serves no one to have the expertise of
private security kept quiet.
E. Roster of Council Legislative Coordinators. The most
recent roster of committee Legislative Coordinators, including contact
information, will appear at Appendix C of this Guide. The roster
will be updated as new information comes in from the chapters.
V. Speaking for ASIS.
A. ASIS Policy. Normally, a very limited number of senior
volunteer leaders may speak on behalf of the Society and its members.
Chapter or Council Legislative Coordinators asked to help on specific
national issues which are supported or opposed by ASIS will be notified
of the position which ASIS has taken and the reasons for that position.
They will be given specific, clear guidance, usually in the form
of "talking" points, for use in their communications. By closely
following this guidance, they may speak for ASIS. They should not
depart from this guidance except to discuss their own experience
with the issue or to demonstrate how the issue affects their local
area or industry.
B. Compliance with Applicable Laws. ASIS is registered
to advocate its positions before the Congress. Therefore, no special
steps need be taken by ASIS members before communicating with Members
of Congress. ASIS members wishing to advocate positions before their
state or local elected representatives should become familiar with
applicable state or local laws. These laws usually are maintained
and enforced by the Office of the Secretary of State in each state.
VI. A Practical Guide
for Communicating with Elected Officials, by Jack Lichtenstein Legislative
Counsel, ASIS
Here are some principles to keep in mind when communicating with
elected officials at any level of government. To one extent or another,
they apply equally to presidents and mayors, to U.S. Senators and
town council members.
1. Elected officials are a lot like the rest of us. They work
hard. They take pride in their work. They believe in what they
are doing, and they want to do a good job. When they pass a law,
they hope it will accomplish what was intended. They know they
don't have all the answers, so they want to hear from constituents
and experts before making critical decisions on issues.
2. Never underestimate the power of staff. Elected officials
normally prefer that you first meet with staff. In this regard,
there are two staff members who will be particularly important
to you. The first is the scheduler. In most offices, schedulers
exercise considerable control of the calendar and, therefore,
access to the official. The second is the person on the staff
responsible for the particular issue(s) in which you are interested.
This person may or may not be an "expert" on the issue, but likely
knows a great deal about it and will have the power to decide
whether you should be heard by the official and your issue acted
upon.
3. An initial meeting with an elected official or staff member
does not necessarily have to be based on a specific issue. It
can be for introducing the official to ASIS, discussing a range
of important crime and security issues, and offering ASIS and
the chapter as resources for the official to draw upon in considering
measures affecting security. Beyond the introductory stage, however,
you should have a specific purpose in mind. Officials have little
time to waste, and in fact, they will expect you to want them
to do something-to listen to your informed opinion on a measure,
to support it, or to oppose it. Be prepared to tell the official
exactly what you would like him or her to do and why.
4. If you secure a meeting with a public official or staff, bring
a brief paper with you which clearly outlines the issue and what
you want done. This "leave-behind" document should be not more
than one page if possible. It should have contact name(s) and
number(s) on it, in case the official wants to follow up with
questions or comments.
5. The nature of public officials' schedules is that they often
are unpredictable. Be on time for a meeting, but expect to have
to wait or be interrupted if the meeting is during a particularly
busy period. A twenty or thirty-minute meeting usually is more
than long enough to explain your qualifications, express your
point-of-view, and make your request. But you may have to do it
in much less. When the official stops asking questions and seems
to understand what you want, the meeting is over.
Don't be discouraged if things go awry. We have seen many cases
where what was to have been a thirty-minute meeting with a Member
of Congress in his or her office has turned into a ten-minute
meeting with a staff member in a hallway. The important thing
is that the message is communicated to someone who can do something
about it. The clarity and weight of your message is more important
than the way in which it is delivered. Even if your meeting is
cancelled at the last minute, you will have your one-page paper
to leave behind until you can reschedule.
6. When contacting an elected official about an issue, assume
he or she has no knowledge about that issue. This is especially
true with legislators who may be working on dozens of diverse
issues simultaneously. They can't know everything. Whether verbally
or in writing, bring the official "up to speed" on your issue
clearly and concisely. Minimize the use of jargon or terms only
familiar to insiders. In a meeting, it will become apparent to
you quickly if the official knows a great deal about the issue.
Then you can skip the basics and get into substance.
Staff members assigned to the issues usually know them well.
Their job is to know the details and advise the official. A Member
of Congress who serves on the Judiciary Committee, for example,
may have one aide who focuses solely on crime and law enforcement
issues. With someone like that, you likely will be able to go
right into details.
7. There are a few elements of information which are essential
in presenting your case to an elected official, whether in person
or in writing.
a. Clearly state what you want, e.g., "I am writing in the
hope that you will support H.R.3408, the Fair Credit Reporting
Act Amendments."
b. Very briefly present your qualifications for speaking on
the issue, e.g., "I am a security professional and member of
the Metropolis Chapter of ASIS, the largest professional organization
in the security field with 35,000 members. I believe I am particularly
qualified to address this issue."
If you are not prevented from doing so by your employer's policy,
mention your occupational position, e.g., "I also am Security
Director for XYZ Corporation." It cannot hurt your presentation
if you work for a major, recognized employer in or near the
Member of Congress's district.
c. State why it is important that the Member of Congress do
what you are requesting, e.g., "I believe current law, which
H.R.3408 will change, poses serious impediments to the conduct
of investigations of workplace misconduct and jeopardizes the
safety of businesses, their employees and consumers." If you
can mention a particularly good example or two, that will help.
Real examples are better than hypothetical ones. Show how the
issue affects people. An issue does not develop a life until
the effects on people can be understood.
d. Offer to provide additional help, e.g., "If you would like
more information, or if I can help you with this issue in any
way, please let me know."
e. Express gratitude, e.g., "On behalf of Metropolis's security
professionals and the people they serve, thank you for your
interest and support."
8. Elected officials are most responsive to interests in their
own jurisdictions. If you can relate your position to something
in the official's jurisdiction, do so. Anything that brings the
issue closer to home is good. For example, talk about what is
happening in the local area with regard to that issue, and about
how local security and law enforcement professionals, employers,
and citizens are affected by it.
When you communicate with officials who do not represent you,
just remember that communications from non-constituents have very
little weight, unless, of course, the senders are widely known
and respected. Just like the rest of us, politicians pay most
attention to their own constituents-who are their bosses-or to
persons with whom they are familiar.
9. In the order they have impact, methods for contacting elected
officials include the following:
a. meeting with the official (almost always requires a letter
in advance);
b. meeting with staff of the official;
c. individualized letter to the official;
d. telephone call to the official or staff;
e. email;
f. form letter; and
g. petition.
Letters are better than phone calls because they show effort,
which translates into commitment, and they can be copied and
passed around. And they are far better than form letters and
petitions, which tend to receive serious attention only if sent
in great volume. Staff assume that the senders of form letters
are not committed enough to the issue to take the time and effort
to put thoughts and feelings into their own words. And they
know that many people will sign petitions for almost anything.
The same attitude holds for email. Congressional offices know
that email has become the easiest and most pervasive form of
communication, and they treat it accordingly. The exception
is email that shows individuality, thought and conviction.
Of course, a well-organized, comprehensive communication campaign
aimed at an elected official will use more than one of these
methods.
10. It takes surprisingly little communication to get the attention
of a public official. The unfortunate fact is that not very many
Americans exercise their right to petition their government. Therefore,
a handful of well-conceived, individual letters on most issues
will get serious attention and consideration. In many U.S. House
offices, a half-dozen such letters on one issue begin to be noticed.
Twenty or thirty such letters constitute a deluge. Often, the
best ones are brought to the attention of the official.
11. In conducting a communications campaign aimed at an elected
official, don't hesitate to get others involved. If the issue
in question will affect your employer, then have your employer
and fellow employees communicate, as well. They may not be security
experts, but they probably share your concerns. If your employer
has a government relations office, see if that office will adopt
your issue as a priority. Don't overlook related professional
and industry groups, citizens' organizations, friends, neighbors,
and others who may feel the same way you do about the issue. The
more people who become involved, the better. It helps to show
that your interest is not a narrow one and is shared by many.
12. In contacting an elected official, be professional and polite,
and don't threaten. This seems obvious, but you would be surprised
at how many letters include phrases like, "I'm fed up with..."
or "You don't know what you are doing..." or "If you don't support
this, I will work against your re-election...". You don't respond
well to insults; why would an elected official?
13. If the official has supported you or voted your way on an
issue in the past, don't hesitate to reiterate your thanks for
that and your hope that he or she will continue to support you.
Any time the official does as you have requested, write or call
again to express your thanks. And if he or she does not do as
you have requested, do not hesitate to go back again on another
issue.
14. If you are sending a letter to an elected official's office,
get the name of the staff member responsible for the issue about
which you are writing. Send that staff person a copy of your communication
to the elected official. You might even try to talk with the staff
member, who may in turn make a special effort to get your correspondence
directly before the official.
As a final note, don't be cynical about politics and policy. The
system works, and normally very well. Every American believes that
his or her issues are the most important and worthy of support.
In the competition to advance or oppose issues, however, the race
usually goes to those who present the most rational and compelling
case. On those few issues where you may be asked to help, you can
make a difference.
