"The high concentration of federal employees in the NCR is considered to be undesirable because public servants at all levels run the risk of losing sight of the interests and concerns of the regions and the people across the country they have a duty to serve."

As a regional office public servant, QFT

Hey, don't forget all those jobs on the mine site itself: http://jobs.cliffsnaturalresources.com/ca/canada/...
as well as in the Nakina area for the transportation corridor http://jobs.cliffsnaturalresources.com/ca/canada/...

I have posted below a three part comment giving a lesson plan. Sorry about the delay in reply, it was unfortunate but unavoidable.

Lobbying and Advocacy Part III

We can now turn to the role of the public servants and the minister or secretary’s team. The public servants or political aides have a number of options. In terms of the questions which they may ask, there are three types: asking for more evidence, asking questions of clarification, asking linking or expanding questions, and asking hypothetical, cause and effect or summary questions.

The questions which ask for more evidence include questions such as: How do you know that? What data is that claim based on? What do other sources say that support your argument? Where did you find the view you just expressed? What evidence would you give to someone who doubted your interpretation? The questions which clarify the issues or requests include questions such as: Can you put that another way? What’s a good example of what you are talking about? What do you mean by that? Can you explain the term you just used? Could you give an illustration of your point? Could you give another example of your point? Linking or extending questions include such questions as: Is there any connection between what you’ve just said and what X said before? How does your comment fit in with X’s earlier comment? How does your observation relate to what we have decided previously? Does your idea challenge or support what we (or X) seem to be saying? Doing? How does the change you want add to what has already been done? Hypothetical, cause and effect, or summary questions include such questions as: What are the one or two most important ideas that emerged from this discussion? What remains unresolved or contentious about this request? What do you understand better as a result of today’s discussion? What do we need to talk about again? What key word or concept best captures our discussion today?

When the time comes for the public servants to respond to the lobbyists’ efforts, they will usually provide either a written response or a verbal one. If writing, then the public servants should include a certain content. According to Jim Foulds, former provincial politician, when bureaucrats are asked for something, all other things being equal, they say no. Public servants should use the correct greeting in their response. The letter should be typed. The content of the letter should be brief and focused. It should be addressed to the politicians or decision-makers and offer 2 or 3 options or make 2 or 3 recommendations. The letter or memorandum should be specific about the request made by the lobbyists. Public servants should check all the facts in the submission, and correct them or offer alternatives as necessary. Their memorandum should address costs, both actual expenditure and trade-offs, i.e. what will not be done if the request is granted. It should address how the requested change fits in with existing policy, and any potential application problems. It should also discuss what the priority of the request is in the context of other ongoing concerns and other recommendations made by the public servants. It should also discuss any problems or outcomes from similar proposals in the past. The tone should be neutral.
The minister or secretary’s letter replying to the lobbyists’ request should follow Fould’s other law, that politicians, when all other things are equal, will say yes. The letter should use the correct greeting. The letter should be personal, and the minister or secretary should not reply with a form letter. The letter should be brief and focused, and it should be clear and specific about what the minister will or will not do. The letter should thank the citizens for their concern. The tone of the letter should not be negative, condescending, threatening or intimidating. The letter should address the reasons for your decision. In making the decision, the minister or secretary should consider the political implications for the party, the cabinet, the minister or secretary him or herself, and for the various constituencies. It should also consider the priority within cabinet compared to other concerns.

Lobbying and Advocacy Simulation Part II

Students playing the role of a special interest group or lobbying firm have several options in representing the request of their citizens. The first of these is sending a letter. Letters are the easiest and most obvious method of lobbying, but they are not always the most effective. When sending a letter, it is important to use the correct address and greeting. The letter should be typed on the organization’s stationery. Personal letters hold a lot more weight than form letters. The letter should be brief and focused, and it should specify what action is being requested. The letter must also be factual and accurate, and all the facts in the letter should be checked to ensure that they are correct and that your conclusions can be backed up. The letter closes with thanks. The tone of the letter is very important, but it is hard to judge: it is best to be neither negative, condescending, threatening nor intimidating.

Another option for a lobbyist or a special interest group is to make a submission. Submissions include information on the group or organization being represented, as well as contact details, the topic or issue that the submission is about. A submission should also make clear why it is being made in the first place, what the concern is, how the group is connected to the issue, and what the expertise or experience on the issue is. It should also include the specific actions that need to be taken, and the reasons why this action should be taken. This section is the right place to give the facts and make the main points in the argument. It is important to be as brief and accurate as possible. Some reasons for which the actions requested are desirable to the decision-makers may include how they will improve quality of life, make a contribution to the welfare of the community, save money or be in the interests of the minister or secretary’s support base and constituents.
It is sometimes useful to outline briefly what would happen if no action is taken, but it is important not to sound as if you are threatening the decision-makers. It is also a good idea to offer further information or face-to-face meetings on request.
When at the meeting, the lobbyist should keep the argument short and simple. Going in, it is important to be clear about why you are even there, and what it is you hope to accomplish during the meeting. The lobbyist should have the facts straight., should be on time, polite, patient, and always be polite. Nothing should provoke the lobbyist into being rude. It is a good idea to make the issue personal for the decision-maker.

One of the most effective approaches in lobbying is to do the work for the decision-maker. A lobbyist should be a resource for that person or group. The lobbyist should leave a one-page fact sheet with contact details. Before the lobbyist leaves, s/he should thank the decision-maker again for taking the meeting. The lobbyist should also follow-up on the meeting and build the relationship as much as possible. And the lobbyist should whenever possible provide opportunities for positive publicity – a photo opportunity, event or occasion.

In response to the comments, I have included below a short plan of the lobbying simulation I developed.

LOBBYING AND ADVOCACY SIMULATION part I

The goal of the lobbying and advocacy simulation is to give students a chance to exercise or experience for the first time the skills required in lobbying and advocacy, to familiarize them with the political issues and processes of a particular country.

The simulation unfolds as can be seen from the table and the requirements outlined below. A sample class schedule can be found below.

Sample Class Schedule

Week 2Intro to health policy, UK; Team formationResources, UK health: government website, UN sources

Week 3-4Lobbying

Week 5Intro to health policy, US Team formation
Week 5-6Lobbying

Week 7Intro to environmental policy, UK; Team formationResources, UK Environment: government website, UN sources
Week 7-8Lobbying

Week 9Intro to environmental policy, US; Team formationResources, US Environment: Congressional Research Service, government website, UN sources
Week 10-11Lobbying

Below, you will also find the requirements of students for the role play simulation.

Requirements for students in role play simulation

Citizens/Interest group: concerned with an issue to be raised by existing interest group or association; must present one page letter or three page submission; presentation to minister and public servants; answers to questions
Public servants: concerned with how the requested change fits in with existing policy; potential application problems; costs; priority among other ongoing concerns; recommendations; any problems from similar proposals in the past; must present questions after presentation; one page memorandum to minister/secretary
Minister’s/Secretary’s office: concerned with political implications for party, cabinet, minister, constituencies; priority within cabinet compared to other ongoing concerns; must present questions during presentation; oral presentation of decision; one page memorandum outlining decision.

As for the "oh-so-quiet" tabling of the quarterly report, I got my e-mail notification of it, clicked and found it. Kinda hard to hide the release of a report if one offers e-mail notification of its release, no?