advocacy training for conservation district leaders you make the difference nacd advocacy training...

NACD ADVOCACY TRAINING

Advocacy training for Conservation Districtleaders

YOU MAKE THE DIFFERENCE

Made possible through the generous support of the Walton Family Foundation


What does it mean to be an

“advocate”?

ADVOCACY


You are leaders

You are the voices of local conservation

Your voice matters

It is your responsibility

If not you, then who?

WHY BOTHER WITH ADVOCACY?


1. Leadership expectations

2. Political engagement

3. Impacting policy decisions—local, state, national

4. Working & Building Relationships with Lawmakers

5. Shaping public opinion

6. Gaining positive media coverage

7. Building relationships with media

8. Developing and expanding partnerships

ADVOCACY TRAINING KEY CATEGORIES


WHY WE ARE HERE...


DUST BOWL IMPACTS

Hundreds of thousands uprooted

“Dust pneumonia” and other illnesses

By 1934: 100 million acres no longer had enough topsoil for crops


“Take care of the land and the land will take care of you.”

PRIVATE LANDS AGENCY

1933 – Soil Erosion Service

1935 – Soil Conservation Service

1994 – Natural Resources Conservation Service

Today’s NRCS: 11,000 employees 2,800 field offi ces

Slide

9


LOCAL INPUT AND GUIDANCE

1937 – President Roosevelt sends out model conservation district law

Brown Creek, N.C., becomes fi rst conservation district1946 – NACD founded


Today:

3,000 conservation districts

17,000 elected or appointed district offi cials

7,000-plus district employees

50-plus state and territorial associations

WHY WE ARE HERE


Nearly three-fourths of the continental U.S. is in private ownership.

Active, voluntary support from landowners is key to success of conservation work on private land.

WHY WE ARE HERE


9 billion people by 2050

Dramatic increases in food production

How will we do that…and protect air, soil, water, wildlife?

WHY WE ARE HERE

Will we make the difference?


WHY WE ARE HERE


The answer is right here in this room

WHY WE ARE HERE

Coon Valley, Wisconsin


You makethe difference

LEADERSHIP EXPECTATIONS


Advocate for and engage in private lands conservation on agricultural, forest and urban lands

Establish local priorities and set goals

Provide technical assistance, education, outreach and many other services



Today’s Challenges --

Demand for services: More customers than time

More competition for local, state, federal resources

Need for innovative solutions

LEADERSHIP EXPECTATIONS: TODAY


An oath of offi ce is more than just a formality. It is a pact between a person and the organization he or she will serve:

OATH OF OFFICE: “The promissory oath required by law of an offi cer upon qualifying for his or her offi ce in which he or she promises faithfully to perform the duties of the offi ce and makes all other declarations or promises required by law.” (Merriam Webster)

*Handout No. 1



"It takes leaders to grow other leaders.”-- Ray Blunt, author

WHAT IS LEADERSHIP?


WHAT IS LEADERSHIP

Leadership Video: http://

www.ted.com/talks/drew_dudley_everyday_leadership.html

(TED.com – “Drew Dudley: Everyday leadership”)

http://www.ted.com/talks/drew_dudley_everyday_leadership.html

http://www.ted.com/talks/drew_dudley_everyday_leadership.html


Group exercise

WHAT IS LEADERSHIP?


1) What are the top priorities your district should be communicating?

2) What are the hurdles that prevent you from getting your message across?

3) How can your district overcome those hurdles and be more effective in getting your message across?

WHAT IS LEADERSHIP?


Keys to effective boards and staff:

Strong and well-defined board/staff relationships

Shared commitment to mission

Agreement on priorities: What are your district priorities?

Fulfi lling proper roles

Constant and clear communication

Unified internal procedures

LEADERSHIP INCLUDESPROACTIVE ADVOCACY


Group exercise

WHAT IS LEADERSHIP?


1) Set t ing long- term goa ls

2) Determin ing communi ty needs

3) Hav ing the fi na l say when determin ing year ly ob ject ives

4) Moni tor ing and managing da i ly operat ions

5) Ensur ing the miss ion o f the conservat ion d is t r i c t i s adhered to

6) Fina l i z ing budgets and a l locat ing funds

7) Approv ing any changes or add i t ions outs ide the budget

(Continued…)

WHAT IS LEADERSHIP?

What is the proper role for the conservation district Board member? (Check all that apply)


8) Taking responsibi l i ty for the distr ict’s fi nancial records

9) Implementing board decisions

10) Employing staff , sett ing compensation, and evaluating performance

11) Providing information to the board, including recommendations for action

12) Supporting the board's planning function

13) Taking ult imate responsibi l i ty for al l legal matters

(Continued…)

WHAT IS LEADERSHIP?



14) Conducting day-to-day fi nancial operations

15) Taking ultimate responsibi l ity for compliance with regulatory requirements (e.g., audit)

16) Operating programs and reporting on their successes and shortcomings

17) Managing Committees

18) Managing Volunteers

WHAT IS LEADERSHIP?



Questions…

1) What are your top three priorities as a Board?

2) What is the greatest strength that contributes to, and the biggest challenge standing in the way of, an eff ective relationship between your board and staff ?

WHAT IS LEADERSHIP?



POLITICAL ENGAGEMENT


Areas we’ll cover:

Brief civics refresherEffective advocacy

tipsTaking positions on

issuesStaying informedUsing NACD’s

resources



We are a representative democracy:

Representative democracy is founded on the principle of elected offi cials representing a group of people.



To be represented, you must be heard

To be heard, you must speak

To speak well, you need to know your group’s message



Group exercise



List the specific policy areas for which your district or association does, or should, have position statements?

(examples: water quality, invasive species, technical assistance, etc.)



Now what?



Creating a Position:

Educate board, association on issues

Seek consensus on position

Must be consistent with your mission, values

Leadership must adopt

Now you have something to advocate

*Handout No. 2



The Consensus-making Process:

1) Understand what it means to give consent 2) Clearly outline what needs to be decided3) List all the concerns participants want their proposal to address

Continued…*Handout No. 2



The Consensus-making Process, continued:

4) Test the Waters5) Reach a final decision6) Implement the decision

*Handout No. 2



Example Position Statement:

“Our SWCD strongly believes America needs a Farm Bill. Farm Bill

conservation programs are vital to land and water stewardship at a time when American agriculture is under pressure to feed a growing world population.”



Getting the word out…


At the national level, we have the “Principal Legislative Contact”

process

*Handout #3


Concerns“I’m not good at

selling”

We have other priorities, like fundraising

Not enough time

How to addressProvide right materials

and encouragement

Important, but CD success depends on laws, policies, public opinion

Others more than willing to fi ll the void



*Handout No. 4

POLITICAL ENGAGEMENT:RESOLUTIONS PROCESS


POLITICAL ENGAGEMENT: STAY INFORMED

www.nacdnet.orgNACD ACTION ALERTS

(202) 547-6223 – NACD


You makethe diff erence

IMPACTING POLICY DECISIONS


Build personal relationships (local, state & federal)

Stay in regular communication Get to know their legislative staff

(continued…)

POLITICAL ADVOCACY: IMPACTING POLICY DECISIONS


Attend local county board and municipal meetings

Keep them informed on the issues

Consider contributing to or volunteering on a campaign



How to Keep them Informed:EmailPhonePersonal Contact

(Don’t just have a problem, have a solution)

*Handout #5



Tips for meetings with policymakers

DO:Schedule your appointment well in advanceBe punctual for your meetingDress appropriately for the occasionPrepare adequate materials, handouts and a

brief “leave-behind”

*Handout No. 6




DO:

Stay focused on your issue

Provide relevant, specific examples from the legislator’s home district

Follow up after your meeting to answer any questions or unresolved issues

*Handout No. 6




DON’T:Show up 15 minutes lateTalk about your recent doctor’s appointmentWear your work bootsBring everyone you know to the meeting

*Handout No. 6




DON’T:

Get upset if you only get to meet with staff

Wear out your welcome

Mix personal and professional agenda

*Handout No. 6




WORKING & BUILDING

RELATIONSHIPS WITH POLICYMAKERS


WORKING & BUILDING RELATIONSHIPS WITH LAWMAKERS

A conservation tour may be one of the best ways for you to show policymakers how you are protecting land and water

*Handout #7


WORKING & BUILDING RELATIONSHIPS WITH LAWMAKERS

Tips for a Successful Tour: Line up tour date with staffInvite local offi cialsSend written invitesKeep tour short

Continued…

*Handout #7


WORKING & BUILDING RELATIONSHIPS

WITH POLICYMAKERS

Tips for a Successful Tour: Be accommodatingInvite the media and let offi cials know!Prepare and provide an agenda and any

supporting materialsBe knowledgeable about state, local issues

*Handout #7


WORKING & BUILDING RELATIONSHIPS

WITH POLICYMAKERS

*Handout No. 8



SHAPING POSITIVE PUBLIC OPINION


“Public opinion” according to Merriam-Webster:

The predominant attitude of a community: the collective will of the people <a fluctuation in public opinion may redirect national policy>

A summation of public expression regarding a specific issue or event <public opinion on balancing the budget falls into two main categories>

SHAPING PUBLIC OPINION


Provide a unique statement about yourself

Describe who you help and how, providing a vivid example

Explain your unique selling point

Call for action: What response you want from listener

SHAPING PUBLIC OPINION

You have about 30 seconds to tell your story!


Now it’s your turn…

Write your own “elevator speech”

WHAT IS LEADERSHIP?


You make the diff erence

GAINING POSITIVE MEDIA COVERAGE


“Traditional Media” Opportunites

News releasesMedia “tip sheets”Op-Ed pieces & Letters to the editorRadio interviewsTV coverage of “visual” eventsTargeted messages to trade

publications



“Social Media” Opportunities

Build your own communities

Keep them informed

Grow presence among new demographics

Mobilize action

Create dialogue



Steps for a Successful Media Event:

Media advisory

Follow-up call

Make personal contact with each reporter in attendance

Take photos



You make the difference

BUILDING RELATIONSHIPS:

MEDIA


Personal relationships are crucial. Know your local editor and news director or the reporter who covers your “beat”

Stay in frequent contact with them. It will help you be THE valued source of information about private lands conservation

Return calls promptly, but be prepared

BUILDING RELATIONSHIPS: MEDIA


Thank them for their coverage of the issue

If they get something wrong, correct them politely and respectfully. “Great story, but one point was wrong”

Consider an annual award for “best media coverage” or “media friend of conservation”



Make sure your web site is:Organized for easy

navigationHas a consistent

themeIs interesting and

understandableIs frequently updated

Then…Drive people there



You make the diff erence

EFFECTIVE PARTNERSHIPS:


Building and expanding partnerships takes time and effort

Seen as crucial to future success of our movement

Who are the important and interested stakeholders?

With limited resources, partnerships more important than ever

*Handout No. 10

EFFECTIVE PARTNERSHIPS


Creating a Coalition:

You have something in common with anyone

Seek out non-traditional partners

Find common ground and go from there



Group exercise




1) What is a goal of your organization that might be more easily achieved through a coalition effort?

2) What are the common values that your coalition members would share?

3) Who are some of the constituencies that might be good to invite to be a part of this coalition, and who, specifically, would be constructive individuals to represent those perspectives?

4) If you have participated in a coalition effort before…• What would you replicate that worked?• What would you change that DIDN’T work?


You make the difference

CONCLUSION


Democracy is a work in progress

There will always be new elections, new representatives and new laws

Your participation in our representative democracy lessens the distance between communities and the government elected to serve them.

CONCLUSION: YOU MAKE THE DIFFERENCE


Advocacy training for Conservation District leaders

YOU MAKE THE DIFFERENCE

QUESTIONS?

advocacy training for conservation district leaders you make the difference nacd advocacy training...

Documents

room nacd advocacy training

wisconsin slide

walton family foundation

conservation district

private lands conservation

soil conservation service

conservation districts

voices of local conservation