PAULE LEDUC: There is one magical solution for success in negotiations with the government. Our demands must be in line with political logic. If so, you can expect quick and extraordinary success. Naturally, that doesn't happen often. PHOTO: UQÀM

GINETTE LAMONTAGNE: We can demonstrate, with figures on hand, that the university is pivotal to the economy through outstanding performance in its primary role: teaching and research. PHOTO: SUSAN MINTZBERG

Lobbying 101: How to make your case to Quebec City

SYLVAIN COMEAU | Today's beleaguered universities are forced to lobby for the funding and support they once took for granted. The National Association of University Board Chairs and Secretaries (NAUBCS) addressed the challenge at their annual conference on May 1-2 at the Delta Montreal. "The dialogue (between the government and educational institutions) is key to the future of our universities," Ontario deputy minister of education Veronica Lacey said to open a Friday morning panel discussion on "Government relations: the view from within." "I believe that universities have, in fact, been quite successful in getting their message across. The question is: how is the message translated into action?" She pointed out that government officials are in a position to know, better than most, about university woes. "It is, of course, perfectly correct for universities to pursue their own interests. If you're not going to be a powerful and passionate advocate on your own behalf, who will be? "Having spoken to my colleagues across the country, I can attest to the fact that the government is perfectly aware...that Canadian universities want more funds to improve (research) facilities, to buy more computers, to invest in faculty renewal, etc." She provided the audience of university delegates a glimpse into "the view from my office. "In Ontario, we have 17 universities, 25 colleges of applied arts and technology, 72 school boards, more than 5,000 publicly funded schools, and so on. How many different agendas does this translate into? I can assure you that, on a day-to-day basis, it seems that everyone is lobbying at the same time, from different groups and with different voices." She advised universities to follow the management precept "Don't bring your problems without bringing more solutions." "The response is remarkably different when universities come to the government with options for generating funds, instead of simply saying 'we need more money for funding.' When you explain, for example, how you can work with private sector partners to generate research dollars, that works extremely well. Together, we can create something which neither party can create alone." Université du Québec à Montréal rector Paule Leduc, who worked for 15 years in the Quebec government and seven years in the federal government, spoke from her experience on both sides of the fence. "There is one magical solution for success in negotiations with the government," she boldly declared. "Our demands must be in line with political logic. If so, you can expect quick and extraordinary success. Naturally, that doesn't happen often." University administrators can only benefit by understanding a government's particular set of priorities. "A political party arrives in power with a specific program and short term -- always short term -- goals. They also have social, economic and cultural priorities which are often contradictory. Politicians are regularly forced to square the circle. Always keep that in mind when dealing with them." Since the government's biggest short term priority is re-election, universities must place their demands within the context of public opinion. "It is essential that governments know that demands by universities enjoy the support of a large segment of the population. If universities are the only ones defending their interests, that's not too impressive to a politician. Public pressure is needed to convince politicians and the political bureaucracy." Robert Rabinovitch, a member of McGill's board of governors, spoke next about effective lobbying. Rabinovitch, who held a number of positions, including deputy minister of communications, in the federal government over a period of 18 years, recalled that lobbying by universities was erratic and inconsistent throughout his years in government. "I worked in the Cabinet office, in an official department that has a relationship with education. I can honestly tell you that I cannot remember once being lobbied by a university president or a university. We were lobbied from time to time by the AUCC, but it was what we call 'soft lobbying,' which is very non-directive. We did not see the university community in an active and consistent way." Rabinovitch suggested that universities are pitted against special interests which have mastered the art of lobbying. "In today's world of single interest and advocacy politics, it is critical that we develop the sophistication to lobby, on a continuing basis, the various players whose decisions affect us. "At the federal level, there is no minister responsible for education, and hence no automatic spokesman for education in the cabinet system. But almost every department has an impact upon us; as such, we have to have contact with all of them." Rabinovitch wants to see universities be more proactive. "In every department, there are policies and developments that will have an impact upon our community. It is important to get to the people developing those policies early, rather than reacting (after the fact)." He also suggested that universities address the concern to mid-level bureaucracies. "We should take a lead from those who are successful at advocacy politics; that is, it has to be done on a regular basis. It's not enough to just send up the president of the university and the chair of the board of governors once in a while. Senior people open the doors for senior people, but middle levels do a lot of the work. You work the middle levels to help prepare that briefing before it gets to the minister's desk." Lobbying is now a full time job for universities. "Lobby, and lobby continuously. We used to joke, when I was in government, about the people who used to show up once a year, or only when they had a problem. It's a good idea to talk to people when you don't have a problem, in a low pressure environment. Lobbying is not a dirty word, and it's here to stay." In the afternoon session, McGill's director of government relations, Ginette Lamontagne, suggested that universities follow McGill's example and launch internal economic impact studies. "McGill launched economic impact studies this year and in 1992. We use them to impress upon elected officials the importance of McGill to the economy of Montreal and the province. We can demonstrate, with figures on hand, that the University is pivotal to the economy through outstanding performance in its primary role: teaching and research." Another key is for universities to get a little help from their friends. "There is a growing realization that we should not be the only ones advocating on behalf of the University. It should also be done by a wider range of opinion leaders; McGill plans to enlist major institutions and corporations to join the chorus on behalf of higher education. We are looking for new partners in our quest for a more vibrant and better funded University." Université Laval director of communications Michel Héroux warned that universities must avoid the trap of promoting their own interests over those of their fellow institutions. "Universities have every right to promote the quality of their graduates, the achievements of their researchers, etc. But universities hurt themselves when they compete with each other for the government's favour. Since government financing is given on an equitable basis, any lobbying aimed at breaking this equity would give the government an excuse to do nothing. "Universities must uniformly present the same message: that higher education is fundamental for the development of our society, and underfunding means shooting ourselves in the foot. We must be united, or we will allow the government to divide and conquer."