Atlas Economic Research Foundation
4084 University Drive, Suite 103
Fairfax, Virginia 22030-6812
USA
Tel: 703/934-6969
Fax: 703/352-7530
Section I. THE PURPOSE OF THE INSTITUTE
A. The Philosophical Base
B. The Main Objective
C. Atlas' Requirements for Providing Institute Assistance
Section II. SETTING UP AN INSTITUTE
A. Selecting a Name
B. Legal Status/By-Laws
C. Possible Budgets
D. Directors/Trustees
E. Academic Advisory Board
F. Business Council
G. President/Director
H. Research Director
I. Importance of Independence
- 1. From universities
- 2. From political influence
- 3. From business supporters
J. Managerial and Organizational Suggestions
Section III. PUBLICATIONS
A. Finding Authors
- 1. Fees
- 2. Commissioning Work
- 3. Editing
B. Selecting Subjects
C. Books Versus Pamphlets Versus Newssheets
- 1. Pricing
- 2. Audience
D. In-house Editing and Publishing Versus a Publishing Company
E. Newsletters and Non-book Publications--Form and Content Suggestions
Section IV. PROMOTION
A. Marketing/Distributing the Books
B. Promoting the Books
C. Attracting Media Coverage
- 1. Book Reviews
- 2. Editorials, Columns, Articles
D. Measuring Impact
Section V. FUNDRAISING
A. Accepting Earmarked Funds
B. Taking Government Money
C. Suggestions for Fundraising Programs
Section VI. PROGRAMS AND EVENTS
A. Economic Education in the Schools
B. Economic Education in the Churches
C. Radio Commentaries
D. Suggestions for Successful Events
E. Conferences/Seminars
F. Dinner Programs/Luncheons
G. Television Programs
H. Legislative Recommendations
I. Sociology/Science Units
J. Outreach/Networking
- 1. Elected Officials, Business and Media Communities
- 2. Students and Educators
Section VII. THE NEED FOR MORE INSTITUTES
Atlas's Guidelines, Suggestions, and Ideas for Public Policy Institutes is an updated version of the Some Do's and Don'ts for Public Policy Institutes, which was developed from notes taken at the September 2-3, 1983, Atlas Workshop in Vancouver, Canada. The updated Guidelines is an important read for new institutes, especially for those in the embryonic stage through year two. Older organizations will find the updated version useful as well; it contains twenty new pages of practical program, publication, promotion, event, fundraising, and managerial guidelines, suggestions, and ideas.
Though 20 new pages have been added, the majority of paraphrased quotes contained herein are ten years old. Their age does not detract from their wisdom. The reason for drawing the reader's attention to this is merely to note that, in some cases, the person quoted may no longer be affiliated with the institute about which they speak. (Names cited after each paraphrased quote are followed by a number. That numbers relates to when the quote was made. For the key to these numbers refer to Calendar of Quotes, page XX.) It is important to recognize, too, that some quotes are from groups whose scope is national, rather than state-wide, and issue-oriented rather than topically broad-based. This should be taken into consideration as you read and think about the points made and advice given.
The experiences that follow should carry a disclaimer similar to that which accompanies an investment prospectus: past performance is not an indicator of future returns. This statement cuts both ways. What worked for another institute before may not work for your organization today. Likewise, what did not work previously may be successful if tried again. The purpose of this manual is to relate other organizations' experiences--so we can make new mistakes, not old ones. To learn more about the successes and mistakes of other organizations, contact them directly. The addresses of all organizations mentioned in this manual are provided at the end of this document.
THE PURPOSE OF AN INSTITUTE
A. The Philosophical Base
"With public sentiment, nothing can fail; without it, nothing can succeed. Consequently, he who molds public sentiment goes deeper than he who enacts statutes or decisions possible or impossible to be executed." (Abraham Lincoln)
"One doesn't intend to create a narrow orthodoxy, or to align oneself with any political party or parties, or to conduct propaganda. The work in which we are engaged has lessons to people in all parties." (Lord Harris, 1)
"Get into the realm of ideas because ideas in the end can influence people in all parties." (Hayek, 1)
"The problem with the world is a set of bad ideas, not people, not personalities, not parties, but ideas. If you are going to deal with the problem of bad ideas you have to get into the ideas business; the logical place to start is with the universities." (Michael Walker, 1)
"We must not solely occupy ourselves with spreading the message of our academic heroes...but must continue the development of ideas. We must find solutions to current problems and not merely demonstrate the current errors of government." (Hannes Gissurarson, 1)
"Avoid the vulgar rhetoric of 'free enterprise.'" (Lord Harris, 1)
"If you are seen to be political as an organization you get all the stigma associated with politics." (Antony Fisher, 1)
"We stress that classical liberalism is theoretically and economically respectable--and make people aware of the exciting intellectual alternative. It is important to counter historical mythology, especially for young people, correcting the popular but distorted version of the Great Depression, the Industrial Revolution, and so on." (Hannes Gissurarson, 1)
"It was easy in the early days to conceive of the battle as a kind of trench warfare where you were lobbing bombs and anti- personnel weapons at the other side. Arthur Seldon moderated my natural combativeness, saying, 'Let's fight them in the footnotes.' Thus, many of the people that I was inclined to attack have become our best friends...among our most devoted followers. Our job is to go on making friends, rather than entrenching enemies...many of them we will find are just misguided and will become enlightened and all the more effective because of their links to the 'enemy legions', thereby helping us to transmit our ideas more rapidly." (Lord Harris, 1)
"We must raise a standard to which the wise and prudent may repair, and is in the hands of God." (George Washington, quoted by Anthony Fisher, 1, who claims once you have done so, people are emboldened by the discovery of like-minded thinkers, and appear from all sides to join you.)
"In defending capitalism we defend the institutionalized pursuit of our individual ends. We may be motivated by greed or altruism, and it is our choice; but, as it says in the scriptures, we are individually responsible for our actions, not collectively. Therefore, the Judeo-Christian ethic is infinitely more compatible with capitalism than socialism." (Charles Baird, 1)
"The search for knowledge must be a cooperative enterprise because no single individual knows everything." (Socrates, paraphrased by Antony Fisher, 1)
"We are unashamedly an institute that believes in the competitive market economy." (Patrick Boyle, 1)
"We have seen enough of politics to disillusion us...the avoidance of open or even private linkage with politics was a dominant anxiety." (Lord Harris, 1; for further comment on political independence, see pages XX-XX.)
"If your organization gets involved in the daily policy process- -but hasn't a clear idea of where it's going--you're not going to be successful." (Michael Walker, 1)
B. The Main Objectives
"The dominance of the collectivist idea was the result of an intellectual effort; to change this will require influencing intellectuals. That is the job of the 'retailers' of ideas (institutes) in conjunction with the 'manufacturers' (academics) themselves. Do not despair of presenting both sides of an argument...in fact, comparisons are valuable, and our knowledge of our adversaries' arguments help us find suitable answers." (Milton Friedman, 1)
"We believe that our publications should adhere to the very highest academic standard but be intelligible to the ordinary, informed layman in their readability. We are engaged in objective analysis, and try to come to rational conclusions, based on fact, as to what is the best public policy, therefore are preparing a public policy blueprint for action to be used by legislators if they choose." (Patrick Boyle, 1)
"The critical turning points in human affairs are when there is a sudden change in people's demand for truth. The ultimate strategy of the institute is to be ready when the demands for truth exceed the supply." (Michael Walker, 1)
"That a free society is superior to a collectivist one is a concept that cannot be taken for granted. To communicate the idea effectively we must 'sell' its potential benefits, warning of the shortcomings of government intervention. It is difficult because ideas which seem new, complex, intangible and expensive only invite consumer wariness. Freedom is: (1) 'new' because interventionism has been taught for two generations as superior to haphazard market economics; (2) complex because the 'invisible hand' (voluntary intervention in the market) is more difficult to grasp than government direction; (3) intangible because 'society"'is itself intangible; it cannot be touched, seen, heard or consumed, and a "free society" is quite undefined; (4) expensive because many would lose benefits now issuing from government: grants, bureaucratic jobs, pensions, aid, etc.
Therefore, in order to get our idea across we must have (1) source credibility, authoritative spokesmen; (2) repetition: proven necessary to maintain your converts (who otherwise revert to former attitudes in a surprisingly short time); (3) a clear simple message: no jargon; (4) a selected audience: (a) intellectuals, who are considered the most influential as opinion leaders, are likely to have the most to lose (see 4 above) and would lose face by abandoning a strongly espoused position; (b) students are better: less hostile, more open-minded, and are accustomed to abstractions.
Remember to make the moral case for a free society. It is insufficient to merely make the economic critique. Also, remind your audience that the only alternative to voluntary coordination is government coordination. Document the results of the latter." (John Burton: "Communicating the Idea of a Free Society," summary of his address to the Mount Pelerin Society, Vancouver, Canada, September 1, 1983)
"It's critically important to concentrate on the image you create for your organization. The primary way you convey that image is through your publications policy. It is important to select one image and keep fairly consistent--both as to your purpose (whether shaping legislation or trying to shape ideology) and to your level of writing (whether for journalists or for scholars) and your level of objectivity (presenting all sides of arguments or one)." (John Goodman, 1)
"Our primary role is not as the originator of the great academic tomes that will gather dust on library shelves. Rather, our professional research staff distills the analytical work that is published elsewhere, runs it through our own review process, and attempts to find ways in which this academic work can be applied to the real world of Washington problem-solving. Heritage works to get the academic and intellectual communities directly involved in the public policy process." (Ed Feulner and Willa Johnson, 1)
"We must not stop with merely producing research. We must assist the implementation of policy." (Ricardo Zuolaga, 1)
"In the life of each individual comes a time when he/she is seeking answers. If you can be there and influence that one individual, then you will have influenced the course of human destiny. Constantly remind yourself that it is individual human beings that you are trying to influence, and your planning will be affected in a benign way." (Michael Walker, 1)
"Humor is absolutely necessary in getting our message across. The Cassandra approach is too depressing." (Hannes Gissurarson, 1)
"We decided at an early stage to apply commercial principles to the ideas produced in the university: if we couldn't sell one of our books on a newsstand, we probably weren't performing our function in the most efficient and effective way." (Michael Walker, 1)
"All publications should be positive, offer clear solutions when possible, regardless of 'political feasibility.' They should not attack people or parties." (Atlas "Guidelines)
"The aim of the Institute for Economic Affairs is to publish regularly, about ten times a year, academically rigorous analyses of policy issues, written by respected economists. Our main audience is the academic community of economist, but the writing style must be understood by the intelligent layman. Presently, this mainstream work is supplemented by our journal, which gives our authors a platform to comment on more immediate issues, and the brevity of comment will appeal to a wider audience. Our forte is policy analysis, the Adam Smith Institute's is policy implementation. We complement each other well; the ASI has done a lot to popularize IEA- type views." (Martin Wassell, 1)
"The Adam Smith Institute does less of the critical analysis of the public sector; we focus on our attention on lots of different policy areas, always on the offensive, always pushing. In one area you might feel a bit of give--public sympathy, journalists like it, politicians are prepared to listen--so that is the area where you concentrate your resources. We are more tactical in destroying the public sector. We see our role as dismantling it; giving suggestions as to how one may start the dismantling process. Politicians are political animals unlikely to do everything at once, such as abolish the Health Service; it is enough to help fray the edges a bit. For example, we produced a little pamphlet suggesting that non-medical services be contracted out, such as janitorial, clerical and food services, and that tax deductibility be granted for private health insurance contributions. Within weeks of publication and seeding debate in the newspapers, debate was raised in Parliament, and the Minister agreed to start contracting out services." (Eamonn Butler, 1)
"While designing your activities, take into account the roles other institutions play in your country in regard to the free market. In Canada, we have had to fill a vacuum and play more roles than the IEA has." (Michael Walker, 1)
"I think the main plank on which our institutes can continue to build is to bring out this new economics, the economics of freedom, the Austrian revival, which is the scientific renaissance going on today. It is absolutely necessary in the battle of ideas. There has been far too much emphasis on econometrics and math economics, which leads to a sort of interventionist mind. People start to believe you can manipulate the real world just as you can manipulate the model...a very dangerous confusion." (John Burton, 1)
"Our gravest enemies are doubt and discouragement. They came because of the three traditional asymmetries in the perception of costs and benefits: our costs are concentrated, the benefits are dispersed; our costs are visible, the benefits invisible; our costs are immediate, our benefits will come much later. I am often tempted to agree with George Stigler, who wrote, 'economists exert a minor and scarcely detectable influence on the societies in which they live.'" (Antonio Martino, 1)
"Marx and Keynes had an all-pervading influence which we need to counteract. Their ideas have brought government intervention, which has failed to solve problems, causing more government intervention, which has failed to solve problems, causing more government intervention, causing, in turn, economic decline." (Anthony Fisher, 1)
"The ideas of economists and political philosophers, both when they are right and when they are wrong, are more powerful than is commonly understood. Indeed, the world is ruled by little else...Practical men, who believe themselves to be quite exempt from any intellectual influences, are usually the slaves of some defunct economist." (John Maynard Keynes, 1936)
C. Atlas's Requirements for Providing Institute Assistance
1. Academic Credibility
A. Academic Advisory Board
B. Academically Qualified Authors
C. High Quality
Publications
2. Independence from any vested interests: business, labor, government or political parties
A. Growing support from a variety of donors (individuals, corporations, associations,
foundations)
B. Independence from all other institutions
C. Independent Board of
Trustees
D. Refusal to undertake contract research
3. Activities
A. Commissioning of public policy research and analyses of public policy issues, particularly those
which are urgent, with attempts at solutions, regardless of political feasibility at the time
B.
The promotion of these publications through all forms of media, e.g., reviews, interviews,
seminars, speeches, articles, editorials, commentaries, including the production of journals,
magazines, films and video cassettes which can help with this promotional work
4. Achievements are measured by:
A. Publications selling to students, professors, intelligent laymen, libraries, trade bookstores, and
the educational establishment
B. The amount of media coverage: press, radio and
television
C. Policy reactions (institute personnel and their materials must be available to all
policy makers and not specifically to those of a particular party) D. Growing number of invitations
to speak
E. Invitations to make presentations to government
SETTING UP AN INSTITUTE
"One can only set up an institute if some kind of crisis is perceived to exist by a significant body of concerned citizens prepared to come forward with financial resources to support it. (The Fraser Institute was born of anger. Specifically, two institutes had recently been created in Canada, both likely to espouse socialist policy, and we needed an institute to counteract them and take some leadership in economic policy.) In addition, there must emerge one person, a sort of economic- social-political entrepreneur, prepared to lead it at least through its first phase of development. Then you must have some idea of the nature of your initial studies, the nature of the staff you would hire, and the possible budget for the first three years in order to attract support." (Patrick Boyle, 1)
"The primary resource of an institute is the people. They must have a 'fire in their belly' to produce the kind of results we need." (Michael Walker, 1)
"One of the quickest and least costly ways of getting your organization off the ground is to get permission to reprint a book from another institute. Translate it if necessary, add an introduction and a chapter by a prominent academic to give it a local slant. Add your own cover and credits, and promote its message through the media, along with your new institute." (Antony Fisher, 1)
"Get an identity for your institute, map out a program and stick to it. There will always be a temptation to veer away from it, funded offers to undertake research you are not prepared to do; my advice is to turn them down. If you spread yourself too thin, you won't get anything done." (John Goodman, 1)
"We need to pay attention to the principles of good management. Alone with your institute, you can suffer untold personnel problems without knowing why. Read books on the subject; it's a constant learning process." (John Goodman, 1)
"No matter how little money your institute has, it is essential to have a good processor. It does all your fundraising, your printing, publishing, and bookkeeping." (Greg Lindsay, 1)
A. Selecting a Name
"Press credits are difficult if an institute's name is too long. It should be modest, or capable of easy abbreviation, such as "The Pacific Institute for Public Policy Research" to "The Pacific Institute." Names such as "Freedom Institute" seem to imply omniscience; avoid names that suggest dogmatism. A name must not indicate any special interest except that of research and discovery." (Atlas "Guidelines")
"We started with another name, then changed it to the Adam Smith Institute, something more recognizable. We try to cultivate an image of standing very high, because the higher you stand, the further your voice carries." (Eamonn Butler, 1)
"When choosing a name, be cognizant of the acronym. Does it roll off the tongue? Does it spell something negative?" (Kurt Weber, 3)
B. Legal Status/By-laws
"It is important that your organization have its objectives and its by-laws clearly outlined from the beginning--a legal structure to prevent its being co-opted for different purposes than you had in mind when you started. It should be incorporated as a nonprofit, charitable organization, and that contributions to it are deductible from the donors' income before tax." (Pat Boyle, 1)
**"Make your organizational constitution short and concise." (Atlas "Guidelines")
**"Include with your constitution or by-laws a clause which prohibits the acceptance of public funding." (Atlas "Guidelines")
"[Do things right the first time; employ knowledgeable professionals.] We made a lot of mistakes in our constitution, relying on friends for lawyers and accountants, who charged nothing. Later, when it had to be redone, getting our tax status changed (on the income side, not the donations side), we paid big people to take our case to the tax department, a costly maneuver, but it saves us $30,000 in tax." (Greg Lindsay, 1)
"CREA is a partnership; new members must be accepted by the other members, and they all pay a membership fee and meet together once a year and elect a board. It is totally independent; we cannot accept public money and cannot have politicians on our board. Contributions are not and cannot be tax-deductible." (Antonio Martino, 1)
C. Possible Budget
"Subscribers took all of our publications at L10 a year (now 15, with over 1,500 subscribers), establishing a base for the print run and a tidy income. However, all our efforts for sales only managed to bring in 10% to 15% in a good year of our total income." (Lord Harris, 1)
Examples of Possible Budgets
(From Atlas "Guidelines")Starting with $100,000 250,000 500,000
President/Director 20,000(p/t) 45,000 50,000
Research Director 15,000(p/t) 40,000 45,000
Communications Dir. -- -- 30,000
Production Supervisor -- -- 30,000
Secretary(ies) 6,000 20,000 30,000
Office
Typing
Copying 3,000 7,000 30,000
Furniture
Rent 5,000 15,000 25,000
Miscellaneous 5,000 8,000 20,000
Authors 10,000 30,000 20,000
Printing 6,000 20,000 50,000 (10 books)
Publicity -- 15,000 40,000
Reserve 30,000 50,000 70,000total $100,000 $250,000 $500,000
Page for "Example of an Institute Cash Flow Projection"
D. Directors/Trustees
"Every legal entity requires directors or trustees, and fundraising requires that potential donors be confident in those responsible for the running of an institute, so that a board of eminent businessmen is a necessary asset. Regrettably, when this requirement is most needed, in the very early days, it is least likely to be achieved. It is hoped that board members will be present at four two-hour board meetings each year, and will also be helpful with introductions for fundraising. Board members seldom take part in the activities of the institute, much like university trustees. For this reason, their names do not appear on the letterhead except for fund appeals, or in the publications, lest they give the impression of vested interest." (Atlas "Guidelines")
**"At the Fraser Institute, the Board of Trustees takes care of the business side of the organization. The Executive Advisory Committee manages the monthly running of the Institute, while the Executive Director runs the day-to-day affairs. The Editorial Board controls what is published. The Board of Trustees sometimes may not see a publication until its printed; it has no input over what gets published; that is the responsibility of the Editorial Advisory Board and the Executive Officers. The Board of Trustees does not have anything to do with the intellectual side of the organization. Thus, everyone in the boardroom knows where the lines are drawn. Businesspeople may know their business but that doesn't mean they know the idea business." (Michael Walker, 2) (get Walker's agreement on this--or review the tape from the '93 Atlas Workshop-- before published. Condensed from May '93 Atlas Workshop)
"Every nonprofit in the area wants the same people on their boards. You need businessmen who are well-respected by other businessmen, hopefully ideologically sympathetic. The wrong board can kill you; the right board can help you with potential authors, employees, the media, fundraising. We made a careful list of only twenty we would accept on our board, and vowed we wouldn't open until we got at least four to accept. We are now six, and I'd like to be fifteen or more. It makes all the difference in the world to your fundraising to have your potential donor recognize the names of some of your board as friends of his. It does half the selling job. If you have to delay starting your organization to get the right board, do so. I would try to get the board members to agree on some minimum contribution, say $10,000, either giving it personally or raising it for you. It would be a great way to start an institute, as other donors ask how much support your board gives. If you say 'little,' they wonder why they should give. However, board members are skeptical at first, then after you get some news coverage, they want to have a lunch with you and invite all the CEOs. Their interest builds as you begin to do things." (John Goodman, 1)
"We have a provision that 20% of our board is made up of those who gave the most money to the institute. Because our appeal is to capitalists, this may be an effective weapon in times of need. Politicians cannot be members, nor members of the executive committee, but anyone can join the Fraser Institute, providing they are approved by the board. In selecting a board, one considers the prestige and credibility candidates would lend to the institute and their ability to influence peers and others for fundraising. Look for people who are sound conceptualizers and good administrators, yet who won't give detailed direction to the operating head of the institute, but let him do his thing to the best of his ability. One avoids a powerful personality who might wish to impose a particular ideology on the institute." (Pat Boyle, 1)
"We started with two partners; now we have twelve, five of whom are on the board. Their only function is to approve the program for the year. They cannot force us to do things we don't wish to do, but they can refuse to approve things they don't like." (Antonio Martino, 1)
"Consider adding to your board a businessperson with a strong marketing background. Many organizations go after those businesspersons whose resumes are heavy on finance or management. These skills are helpful, but an involved marketing expert can inject a healthy--and important--dose of creativity that a new organization needs to jump start itself to prominence." (Kurt Weber, 3)
"If your board members are not contributing to the organization, ask them to step down--or be creative in demoting them. One established institute ran into difficulties with aging board members- -they were not actively contributing to the organization and were not stepping down. These board members were moved to a special emeritus board created especially for them. An executive committee of five more youthful members of the area's business community was formed." (Kurt Weber, 3)
"Cascade Policy Institute has three members on its Board of Directors. Though this sometimes raises questions from foundations, the board's size enables Cascade to make decisions quickly, as well as act promptly." (Kurt Weber, 3)
E. Academic Advisory Board
"The academic advisory board is recruited from established academics, preferably in university chairs, who are accepted authorities in their various subjects, and are sympathetic with the objectives of the institute. The institute seeks academic credibility and the advisory board members' names, appearing on the letterhead and in the publications, act as a certification to that effect. Every effort is made to insure rigorous analysis, and these names, associated with and indirectly responsible for the work, are a form of guarantee. These advisors may assist in reviewing manuscripts, for which they are paid, as well as advise on suitable researchers and authors for forthcoming books, and on universities or libraries needing them." (Atlas "Guidelines")
"Your academic board should have top credentials, not necessarily all of like mind, but able to be dispassionate in judging a good job of research. Each project should have a different set of academic judges." (Charles Baird, 1)
"The most important thing is to have an academic advisory board. Ours is international: 60 academicians of various hues in the free market spectrum, six of whom are prestigious foreigners." (Antonio Martino, 1)
F. Business Council
"This is a way of adding prestigious names for your fundraising without increasing the size of your board, and without requiring any financial or advisory responsibilities of people who are too busy to serve on your board. The use of their names does signify approval of your objectives, for which an institute is extremely grateful." (Antony Fisher, 1)
G. President/General Manager
"This person can be the catalyst to set up the organization, and may or may not be an academic. The president/general manager should be innovative enough to initiate numerous programs, establish contacts for raising funds, and administer the institute's personnel. There are variations on this theme where the General Director or President may be the Research Director, and fundraising and office management are carried out by other executives." (Atlas "Guidelines")
"One obvious key to success is a committed, entrepreneurial, multi-talented lead-man who has the energy and talent for fundraising, and a diplomats's knack with businessmen, of always letting them have his way. The principle defense against accusations of political affiliation or vested interest is having a manifestly strong, independent-minded chief executive who can destroy the silly idea whenever or wherever it arises." (Martin Wassell, 1)
"The first year I had to select topics, choose authors, nag them, read their manuscripts, edit them, proofread them, and help with fundraising and [public relations]. Although I was only giving 25% of my time, a larger budget might have allowed more staff and less aura of dictatorship, and less risk of similarity in all the work." (Antonio Martino, 1)
"The fact that I had published some books on my own helped me sell myself, and lent some academic authority." (John Goodman, 1)
"Neither Madsen nor I take any income from the Adam Smith Institute All our income is raised on our own through writing and things like that. We feel so strongly about what we are doing that it is worth making those sacrifices; we hope in the future years to be able to pay ourselves handsomely." (Eamonn Butler, 1)
H. Research Director
"The research director commissions manuscripts from academics who understand market economics and may be specialists in a given area of public policy. The research director should be respected in the academic world and should know his way around. He can be assisted by members of the academic advisory board. A research director is in an excellent position to stimulate and commission research in those many areas where such research and understanding are lacking." (Atlas "Guidelines")
"One must have a highly respected academic as research director, using his name on all research, even if, as research director, he does little actual work. This free market, respected academic is not someone for whom you can advertise; he must be found via word of mouth." (Charles Baird, 1)
"The position of research director can be a part-time job for a working academic. Ours gives about one-quarter of his time." (Antonio Martino, 1)
I. Database
"Organize your database with the future in mind--and tailor your donation reply cards, etc., to get that information. Provide a space for the date when a person was added to the database; this is helpful in knowing how long a person has been receiving your material (especially if they have not been financially supportive!). Additionally, provide a space where you can note who recommended the person to your organization; this is helpful for personal reference purposes. Pay particular attention to organizing your database so you can track contributions: the date and size of the last contribution, plus project mailing code, if any; individual contributions for the year, plus mailing codes; and the sum of contributions to date.
Organize the database so that you can separate members of the business community from the media community, printed press from television and radio, students from professors, etc. This sorting capability helps greatly with target mailings and event planning. Be sure to include a category for employer, an extremely important category for doubling contributions through corporate matching grant programs. Place on your database the person responsible for the "Calendar of events" section at local publications. This person should get notices of every public event you organize." (Kurt Weber, 3)
I. Importance of Independence
"He who would fight for the right for even a brief space must have an independent position, not a dependent one." (Socrates, paraphrased by Antony Fisher, 1)
1. From universities
"I do not know of a single public policy institute in the United States that is on a university campus that has not had problems with the university administration. You end up 30-50% of your time hassling with university bureaucrats who have a very low value placed on their time. It costs them nothing; it costs you a lot. You could go out and raise the money they provide in less time. My advice is to stay away from the campus unless they allow you to be completely independent and sign a contract; the costs invariably outweigh the benefits. There are probably some exceptions, but I'd worry that things would change when the president, who favors you, retires." (John Goodman, 1)
2. From political influence
"Keep contact with friends in all parties, but keep a distance away from any actual connection." (Lord Harris, 1)
"Maintain favorable relations with legislators of all stripes. Most likely you will be closely aligned with a given political party due to your economic philosophy. However, to drift too close means the other party/parties will shun you in the future and your clout will wane with the changing of the political guard. Further, the press will dress you in partisan clothes, which will cause the general public to believe you are a partisan, not an educational, group. Thus, it is important make great effort to reach out to those who are hostile to market-based ideas. Make constant effort to include members of the opposition party/parties in your forums, debates, seminars. Your organization is educational, not political; it seeks long-term solutions, not short-term political gains. To paraphrase Thomas Jefferson, enjoy peaceful relations with all, entangling alliances with none." (Kurt Weber, 3)
"We speak to politicians rather than for politicians. We speak to policy. This particular prime minister needs our support; we can support his policy without supporting his party. If he appears to change his principles, he will lose our support." (Michael Walker, 1)
"Our rent control seminar attracted more questions as to our connection with landlords than it did on the substance covered. It was vital to be able to deny all association. Someone distributed the book to 200 politicians; one shouldn't oppose that so long as it is as impartial as possible." (Walter Block, 1)
"We must learn to live with attack from the left whenever we are effective. Reagan has been affiliated with the Hoover institution for years; the attack comes now because the institution is seen to be effective." (Michael Walker, 1)
"You don't want to get drawn in behind the chariot wheels of politicians, who will use you and misuse you if you're not careful. Even with Mrs. Thatcher, we don't object when she takes up ideas associated with the IEA, but if the IEA's credit were linked with the performance of particular matters of Mrs. Thatcher, the IEA would be the poorer. We would run out of credibility in areas where we can be more effective. But then, in America, our opposite numbers are more closely aligned with politics than I would feel comfortable, a difference perhaps in countries, in attitudes and institutions." (Lord Harris, 1)
We don't lobby, we publish studies which address policy issues facing American lawmakers. We distribute copies to every member of Congress, to committee and Congressional staff members with an interest in the subject, the White House and Executive branch officials, and to the national news media. Though Heritage does not take a formal institutional position on any of these issues, we encourage our analysts to express their views in the clearest possible terms, and to structure their arguments in persuasive, logical ways. We don't expect anyone to agree with their findings. We never ask anyone to vote one way or another on a particular proposal. The Heritage Foundation is totally involved in the policy making process. We do not sit on a lofty perch on the sidelines and think grand thoughts; instead we are directly involved in the battle of ideas that goes on day after day in the political trenches of the nation's capital. We provide a bridge between the worlds of scholarship and politics, one a world of ideas, the other a world of action, one an esoteric world, the other a very pragmatic one." (Ed Feulner, "The Heritage Way")
"We advise politicians, both in and out of power, in a variety of ways, but primarily on a one-to-one basis. I spend about five hours of my day on the telephone, maintaining contact with people who are now, or will be soon in a position to influence political outcomes. If you can get someone else to go out and represent your ideas, it's vastly more efficient than entering politics yourself. The amount of positive commentary the Fraser Institute gets is now gigantic. When they read about me testifying before the Senate or House of Commons, it's not as though the [political] risks weren't without some offset of publicity." (Michael Walker, 1)
"Our by-laws do not permit any relationship whatsoever with political parties. A member of our advisory board was given leave of absence when he became active in a political party. On the other hand, we intend to publish something like the 'Heritage Backgrounder,' destined almost exclusively for politicians." (Antonio Martino, 1)
"Do everything in the open, as much as you can, creating a transparency and you will less likely to be accused of doing things you don't want to be accused of." (Michael Walker, 1)
"Disburse your activities under different foundations or titles. We have created several which can, in their own sphere, get much bolder than we would be in the IEA. There is some danger in Fraser filling too many vacuums. By disbursing activities under different leadership, you not only add the advantages of the division of labor, but are better able to ward off the attack when it comes." (Lord Harris, 1)
"There are no arguments for a young organization getting involved in politics. They have to find their own feet; otherwise they lose the independence that is absolutely vital." (Digby Anderson, 1)
"We will be accused of getting into politics regardless of what we do. The measure of our success will be that accusation." (Ricardo Ball, 1)
"There's a big difference between policy and politics; that's an area where there is confusion." (Antony Fisher, 1)
"We do not go after the politicians, we expect them to come to us for our ideas, and then we are willing to lecture and explain...We did get to write a whole program for [one political] party, and it was discussed on TV, but we didn't go get them, they came to us." (Lucy Schwank, 1)
"Scold the conservative parties for what they are doing badly, and lean over backwards to commend the leftist parties for the few things they are good at. Remember, we do not disagree with their goals, they're usually exceptional. It's their means." (Walter Block, 1)
"Because the work of an institute involves national and local policy issues, there is inevitable confusion as to whether the institute is 'political,' whether its free market preferences automatically associate it with 'conservative' administrations. It is imperative to avoid reinforcing this concept by any affiliations with political persons, i.e., on the board or among the authors. Potential donors are shy of sponsoring a party-oriented group, and the institute's objectives--to find and publish better solutions to problems in hopes of assisting policy decisions--is a totally nonpartisan approach. Many issues have not been adequately studied (i.e., money systems, educational systems, retirement systems, etc.), so no literature or body of opinion, whether left or right, supports any course of action whatsoever. Insofar as it is the purpose of government, of all political parties, to maximize the welfare of the people, any data should be welcome which proves to better serve the long-term interests of the public." (Atlas "Guidelines")
"If you become too politically involved, your work is discounted, you diminish your effectiveness. You can seed public debate at various levels through your publications, and fortunately the government in Britain is open to good ideas, but it is very important that you don't get too close. It is very corrupting. We did a report card on the voting records of politicians, but presented it as an exercise in political science and not in politics. As it was given considerable publicity, we hope it influences their future behavior. We also hope to have some legislative impact with our Omega Report (refer to page XX), which is detailed with appropriate legislative and statutory instruments attached." (Eamonn Butler, 1)
"Politicians react to what they perceive to be politically possible, or even necessary. We cultivate known people in parties, any party, who show some interest in our ideas. We have revolutionized thinking among opinion-formers...in fact, without an IEA, there wouldn't be a Thatcher, a Conservative government in power now." (Martin Wassel, 1)
"Politicians aren't leaders. If you wait for politicians to lead, you will wait pretty much forever." (John Hyde, 1)
"There is a strong temptation to go directly to the politician with the research, avoiding the slow process of first converting the intellectuals and leaders of public opinion. This is particularly strong when the administration appears sympathetic with the general philosophy. The dangers are (1) jeopardizing the institutes tax status through accusations of 'lobbying,' (2) at best subjecting to the sort of compromise typical of public action, and (3) getting no results whatever for your efforts because there was no built-up demand among any constituents or interest group to make a change in policy politically attractive. A fourth point must be remembered: having so closely affiliated the institute with a particular administration, you have proportionally weakened your influence on its successor. To the extent that your proposals appear partisan rather than the result of impartial, pragmatic research, you have weakened your effectiveness. Your ability to cause a change in government policy, always a slow and arduous process, has been limited to the current term of office of probably a minority of legislators.
Going directly to the 'movers and shakers' of government is tempting in countries which have more oligarchical--less representative--forms of government such as in many Latin American countries. Here, too, impatience has its shortcomings. Add to the foregoing list of the sin of omission: in bypassing the electorate you, too, have failed to educate them in democratic methods. You, too, have kept them from participating in policy decisions that affect them. Yet your institute presumes to advocate maximum freedom for the individual, and your policies require responsible behavior on their part rather than benign acceptance of paternalistic handouts.
Even is some countries with highly representative forms of government (i.e., France, Italy, Sweden) one is confronted by an electorate who have assumed for generations that the welfare state is the superior means of maximizing human welfare. The free market is equated with the evils of 'capitalism' and its 'profits', concepts which they hoped were buried earlier this century. To them, advocating a reduction or elimination of government control in this complex age compares to advocating ships without rudders; logic dictates the need is for more and better government involvement. Just as it took generations to create such convictions, it may take generations to eradicate them. We have the advantage of today's sophisticated communications to make our case faster and better than they made theirs, but it is still necessary to teach the new political philosophy in the schools in order to raise a generation of writers, teachers and commentators who will, in turn influence the next generation. Granted that one is aided in the task by the conspicuous and frightening failure of the welfare state, but still one is handicapped by the inertia which it inspired among its beneficiaries, as well as the self-perpetuating nature of such bureaucracies. It is hard to say which of today's problems will be more difficult to correct: getting people to assume responsibility for their own actions, or getting government to relinquish the responsibility. It is against the nature of each, so the sales job must be convincing and prolonged, not merely a short-term campaign among sympathetic politicians." (Atlas "Guidelines")
"In the U.S., U.K. and Canada, our [nonprofit] tax status is jeopardized if we are deemed to be 'political.'" (Pat Boyle, 1)
"Recent unfriendly accusations of political activism on the part of an institute in the United Kingdom (a charge currently under investigation and not proved) has so disturbed one business donor that the customary contribution has been withdrawn for fear of involvement in partisan issues. Because of the dangers of this sort of reaction, Atlas quotes pertinent bits from The Charity Commission for England and Wales: "Guidance...on the extent to which it is permissible fora charity to engage in activities of a political nature..."
Item 51:
(ii) To promote changes in the law, or maintenance of the existing law, is a political purpose and not charitable.
(iii) To seek, not necessarily particular legislation, but a particular line of political administration or policy, is a political purpose and is not charitable.
(v) the word 'political' is not necessarily confined to party politics. Any purpose of influencing legislation is a political purpose and is not charitable.
(vi) A trust for education of the public in one particular set of political principles is not charitable (although educations in political matters generally could be).
(viii) Research, to be charitable, must be directed to increasing the store of communicable knowledge in a public, as opposed to a private, way.
Item 53:
Covers trustees who become involved in political activity. (Atlas recommends replacing said trustee, or granting a leave of absence.)
Item 54:
(iii) The powers and purposes of a charity should not include power to bring pressure to bear on the government to adopt, alter, or maintain a particular line of action. It is permissible for a charity, in furtherance of its purposes, to help the government reach a decision on a particular issue by providing information and argument, but the emphasis must be on rational persuasion.
(vi) A charity which includes the conduct of research as one of its objects must aim for objectivity and balance in the method of conducting research projects; and in publishing the results of the research must aim to inform and educate the public, rather than to influence political attitudes or inculcate a particular attitude of mind.
(vii) Charities, whether they operate in this country or overseas, must avoid: (b) bringing pressure to bear on a government to procure a change in policies or administrative practices, (for example, on land reform, the recognition of local trade unions, human rights, etc.).
Item 55:
Unless its governing instrument precludes it from doing so, a charity generally speaking, freely engages in activities of the following kinds:
(i) Where the government or a governmental agency is considering or proposing changes in the law and invites comments or suggestions from charities, they can quite properly respond.
(ii) Where a Green or White Paper is published by the government, a charity may justifiably comment.
[and various actions which are relevant to continuation or furtherance of the charity's own purposes]."
3. From business supporters
"We have maintained pretty good links with businessmen, but kept them at arms' length. We believe in safety in numbers, having large numbers of people contributing modest sums of money, on the whole, to make up our budget so none of them are dominant or can try to influence what we are doing." (Lord Harris, 1)
"Determine your objective and stick with it. Don't be lured by offers from donors to research their pet thing if it doesn't fit. Also, time constraints are such that one might prefer to get a few large sums rather than many small sums, but the variety of the small sums is essential to maintaining independence." (John Goodman, 1)
For further discussion, refer to SECTION V, Fundraising: a) accepting earmarked funds.
J. Managerial and Organizational Suggestions
"From the very start, present your organization as the professional group it should be respected as being. Perceive your organization as one deserving respect and act accordingly. Apply the standards of professionalism and live up to them. Though your offices may be donated space and cramped, don't apologize for them. A much better approach is to concentrate on the amount of 'public opinion influenced per square foot.' (Kurt Weber, 3)
"Develop a three to five-year dream plan. Cover things such as publications, (including a timely schedule for newsletters), fundraising, programs, special projects, conferences, etc. Aim for the sky! Then, review it realistically and accomplish the reasonable--but always shoot for the dream plan. Plan the work, then work the plan. It is much better to set one's goals high and achieve 40% than to set one's goals so low that they are all easily accomplished. The former builds organizational character; the latter breeds complacency." (Kurt Weber, 3)
"When devising your programs and objectives, answer the question: What do I really want to do? Once you have your answer, find a way to make it happen. If you work from the opposite direction ('I don't have enough money, therefore I can't do that'), you will accomplish very little. Necessity is the mother of invention; use necessity to your advantage. Find creative ways to accomplish your goals, not creative excuses why something can't be done." (Kurt Weber, 3)
"Set goals and objectives for every project. If it is a study, determine the number of column inches of coverage you would like to get, the number of inquiries for that report, the number of interview requests for that study, the number of people it should be mailed to, new 'markets' to be developed (i.e., new mailing lists to be acquired and mailed to), and so forth. If it is a evening forum: consider how many people you want to attend the event, how much money you want to make (if any), how much media attention (column inches, interviews of guest lecturer, etc.) you want, and so on. Setting goals and objectives helps you to think innovatively and focus on taking action. (See Attachment XX). After the event/distribution of the study, review your goals and objectives. If they were not achieved, determine what could have been done differently. Naturally, some goals will not be met, not due to lack of effort, but simply because you have minimal control or influence in achieving them. It is also possible that you set your goals/objectives too high--but it is far better to set your sights high and reach for the stars than to set your sights low and accomplish very little. If, however, your goals and objectives were all surpassed, a review will help you determine what worked so that success can be later replicated." (Kurt Weber, 3)
"Set goals for organizational daily tasks such as: phones will be answered by the second ring, information requests will be mailed within 24 hours of receiving the request, 'thank you' letters to donors will be mailed within 24 hours of contribution receipt, etc." (Kurt Weber, 3)
"If you have had little managerial or negotiating experience, read a book on how to negotiate. This will prove beneficial in the short- and long-run, whether you are contracting for studies, managing others, renting a room for a speaker, or just about anything you do during a day at the office." (Kurt Weber, 3)
"Get a voice mail answering system. It will answer calls while you are talking (no need to put important people on hold), is extremely helpful on those days when the phone is ringing off the hook because an institute analyst has given out your number during a television or radio interview, and it serves as an answering machine before and after business hours." (Kurt Weber, 3)
"From the very first day, keep a master 3-ring binder file of all press releases, studies, etc., for reference. Likewise, maintain a separate binder file for copies of articles that mention your organization, published editorials by organization associates and analysts, etc. These binders are helpful for quick referencing, plus they serve as a one-stop source for visitors inquiring about the organization, its publications and impact." (Kurt Weber, 3)
"Send out letters to all local colleges and universities for interns. Ideal departments to send them to are: political science, economics, history, English, public administration, student services, financial aid offices, journalism. (See Attachment XX). An intern's value should not be forgotten. Build a bridge of loyalty; offer lunch in return for an afternoon of work; reimburse them for bus fare or parking expenses. Make them a part of the team. If no colleges or universities are close by, send a similar flyer to area high school debate, government, and economics instructors; encourage them to tell their best students about your internship opportunities. High school students are less likely to find mundane tasks demeaning." (Kurt Weber, 3)
"Give interns/volunteers a title. A title is important whenever a person writes letters, makes calls on behalf of your organization, or responds to someone's question as to their position in the organization." (Kurt Weber, 3)
"Be careful when setting up 'Centers' within the framework of your organization (for example, a Center for Criminal Law Reform). If this is done, make sure that complete institutional control is maintained. It is possible that parties interested in a single area, such as criminal law, will approach you to create an issue-specific center. One institute experienced difficulties when a Center board, made up of mostly single-issue people--who did not necessarily share the overall organizational vision--began to evolve into an independent board. This caused conflict over the to attain the 'reform' end. If you create a center within the framework of your organization, make it clear where decision-making authority lies." (Kurt Weber, 3)
"Work to set the terms of public debate. Be the opinion pioneer, the leader, rather than the follower. Frame the debate in the most competitive, free market, limited government way possible. Instead of 'Public Schools versus Private Schools' make it "Tuition Tax Credits versus Vouchers: Which Way to Smarter Students?" (Kurt Weber, 3)
"Ask everyone you do business with if they offer discounts for nonprofit organizations. Many businesses do, from hotels (conference room rental) to publications (for advertising)." (Kurt Weber, 3)
"To gain fast credibility in the early years, seek well-known co-sponsors for events. If your organization is bringing in a businessperson or a person with business community ties (an editorial board member of The Wall Street Journal), ask local business publications or business radio stations to co-sponsor the event. (Co-sponsors need not necessarily contribute funds to cover the speaker's expenses; in fact, to avoid hassles over control of the speaker's schedule, agenda and events, it could be argued that it is best to limit co-sponsors' roles, much like that of a 'silent partner' in business arrangements.) Print and radio advertisements would thus mention your group, along with the co-sponsors, in all public service announcements; likewise the flyers you distribute would mention the co-sponsors. Co-sponsors should be given the right to hang their banners at all events, be they forums, debates, seminars, luncheons, breakfasts, etc." (Kurt Weber, 3)
Contact Gifts in Kind America (700 N. Fairfax St., Suite 300; Alexandria, VA 22314; 703/836-2121) for information about getting on their mailing list. GKA is a clearinghouse for quality materials (books, office supplies, maps, computer disks, generators, etc.) donated by businesses. These items are listed on a monthly mailing list; nonprofits can obtain these items FREE. To be placed on the mailing list, however, requires a minimal annual fee. Include a stamped, self-addressed envelope when writing GKA for information about their program--or else you will not hear back from them." (Kurt Weber, 3)
"Do not shun controversy. Rather, use it to your advantage. Controversy breeds interest. Learn to like the limelight and maintain a high profile. If you're a wallflower organization that only publishes studies, five years after you open your doors, people will say, 'Why haven't I heard of you before?'" (Kurt Weber, 3)
"Think about creative alliances when building coalitions. For example, the director of government relations from the Family Research Council joined a coalition of organizations lobbying against higher tariffs on imported minivans. The lobbying meetings with senators was organized by Citizens for a Sound Economy. Why was Family research Council involved? Because, with the advent of car- seat regulations in the last ten years, most families with two or more children have purchased minivans for their convenience in accommodating car seats. Thus, if the tariff was enacted, families with young children would pay higher prices for minivans." (Kurt Weber, 3)
"Use humor. Getting the public to laugh does two things. First, it softens hostility and weakens resistance to ideas one does not like. Second, laughter at an opponent's ideas can be more debilitating than statistical or reasoned arguments." (Kurt Weber, 3)
"Pay attention to the comments and concerns of those who attend your events, especially if they are contributors. The following excerpt from a letter speaks for itself: 'I deeply appreciate your receptiveness to my concerns about [the] breakfast lecture and your efforts to send me information on the subject I was interested in. These actions confirm my positive view of Cascade Policy Institute and make me even more willing to support you in the future.'" (Kurt Weber, 3)
"Practice, practice, practice for media and public events! Have other staff members, friends, spouses, etc., drill you with hard questions. Presidential candidates stage mock debates to prepare for the real things; intelligent speakers run through their talks several times before the real event. It is smart to prepare for interviews, speaking engagements, and media appearances, not only to familiarize yourself with the material, but also to help eliminate the traits of a poor (and boring) public speaker; these bad traits include too little eye contact with the audience, constant movement of hands and arms (or the complete lack of movement), and repeated 'ums' and 'ahs.'" (Kurt Weber, 3)
If you are having difficulty filling a job opening, or know someone interested in working for a free market organization, contact the Charles G. Koch Foundation (Washington, DC, Tel: 202/842-4616). The Foundation compiles and distributes a 'free market public policy jobs available' list on a regular basis.
PUBLICATIONS
A. Finding Authors
"In order to get your ideas across, the idea must have a credible source. Its authority is vital to its acceptability. Academics are considered impartial, and thus are most qualified." (John Burton, 1)
"Experience indicates that directed research--the buying of people to pursue certain problems [presumably with a certain slant] was less productive than allowing academics to do the research they chose to do, and selecting that which the institute wanted. The Rockefeller and Ford Foundations have hired directed research, and wasted much money thereby." (Milton Friedman, 1)
"The marketing of ideas requires selecting a marketable subject- -applied economics, not theoretical. Perhaps one-fifth of our authors were not market economists but were particularly good on some subject although they didn't share our general outlook. It allowed us to avoid an exclusively market-oriented mold. A number of our authors hesitated to carry their analyses beyond what they considered to be politically possible, and had to be sternly reminded to follow whatever course their analysis had led them regardless of the political consequences. Taking issue with Milton Friedman, we do not consider ourselves either retailers or wholesalers of ideas, but we are profoundly proud of encouraging new research. Ralph and I would outline what was wanted, and would ask the writers if they could prepare the research. We feel those generated new knowledge, new research, and led to some of our best papers." (Arthur Seldon, 1)
"One of the cheapest and quickest ways of getting a book out is to grab some worthy academic on his way through your country and build a seminar around him; get all your supporters in for a dinner, then publish the findings." (Greg Lindsey, 1)
"In the beginning, you needn't search out the more prestigious scholars. Heritage Foundation and the IEA rarely hired PhDs in their early years, although the prestigious academic route is recommended." (John Goodman, 1)
"Our publications program is a mixture. Some work is original, the result of a conference, some books are compilations, including translations of previously published work, some are expressly written for the institute." (Antonio Martino)
"What we should be trying to do is to nurture home talent, particularly in countries where the case for the a free society has not been made. One way to judge the success of an institute is to ask how many new authors it has found in the last year that were not known, big names." (Digby Anderson, 1)
"Senior academics thought that writing school texts was rather below their level. We simply can't find anyone good enough to write for the 14 to 18-year-old." (Arthur Seldon, 1)
"When we started up, we 'borrowed' the IEA book, 'Verdict on Rent Control.' About half of our best-selling 'Rent Control: Popular Paradox' was ripped off, and the other half we added for local interest. I recommend it as a tactic for smaller, newer institutes. They are welcome to any of Fraser Institute's back publications, and I am sure the IEA would be willing to allow that as well." (Michael Walker, 1)
"The first book of the institute in Monterrey, Mexico, was a reprint and Spanish translation of our book 'The Illusion of Price Controls' [which brought them national television coverage]. (Sally Pipes, 1)
"One thing I found useful at an early stage was to write things myself and get other people to sign their names to them. People are often sympathetic but haven't any time, and it's important that you have a variety of authors." (Michael Walker, 1)
"The more we print, the more offers we get from authors." (Digby Anderson, Arthur Seldon, Charles Baird, et al, 1)
"We started by simply translating, publishing and promoting famous authors, specifically Hayek and Friedman." (Hannes Gissurarson, 1)
1. Fees for authors
"Make payments to writers on a progress basis. Thus, payment can be stopped in case of lack of performance or unprofessional quality." (Kurt Weber, 3)
"IEA authors are very modestly paid because of: 1) the prestige of the institute; 2) the amount of editing; and 3) the distribution of their material." (Martin Wassell, 1)
"As most of our authors have worked for very little money, we don't have the same amount of control over when they get it to us." (Greg Lindsay, 1)
"You must pay authors well, pay them on time, make sure their contracts are clear and that there are no changes mid-stream. Select academics who will do the job, don't pick friends, as they are invariably disappointing. As our contracts say, they are paid when we receive a publishable final draft, they are very cooperative with the editing." (Charles Baird, 1)
"Young talent is much cheaper, and you can establish a relationship that continues a long time." (Antonio Martino, 1)
2. Commissioning a Work
"90 percent of IEA publications were commissioned--were conceived--by Ralph and me. An occasional text came out of the blue; lately, more than we ever had." (Arthur Seldon, 1) [See "Editing, next section]
"Recommending subjects for publication is unlikely to work among academics. Find academics who have expertise in the topic you want studied, and let them do their own thing." (Charles Baird, 1)
"Our Omega Project was a micro-political strategy whereby we had 100 people, many of them distinguished, divided into 20 committees or working parties investigating the main activities of government. We presented them with explicit questionnaires to answer, and staff to assist their research, the final report to be published in a 500-page book. Even aside from Omega, all our work is contracted out. We don't have anyone on the payroll who does the actual writing. We go to the people to investigate, and edit their material." (Eamonn Butler, 1)
"[If a work does not meet your standards, reject it.] The Pioneer Institute turned down the second study it had commissioned; Pioneer felt the study did not meet its standards. Though it was a gut wrenching decision, it turned out to be a good one. The decision earned respect from journalists to whom we told the story. Plus, from a contributor's standpoint, Pioneer has been recognized for publishing only quality work." (Virginia Strauss, 2)
3. Editing
"The more respected the author, the less difficulty you have in editing--changing or reducing his sentences. The very young may refuse to let you divide a 130-word sentence into three or four sentences, insisting that's their style. That's the time to hide behind your Editorial Board, saying "Oh, I love it, it's these other guys [unnamed] who insist." (Walter Block, 1)
"I agree with Walter, the more eminent, the more agreeable. IEA does a lot of editing. First we choose a subject, then the author, and when he agrees we ask for a 3-page outline of what he proposes to write. We give him the structure, depending on which of our series it will be, letting him know from the start how we see the bones, the structure of this publication. We ask him to keep it to three or four chapters with a concluding chapter and some policy recommendations. We both know where we are going from the start, before he has committed a lot of time to it. When we get a first draft, we use our Advisory Council, usually two commentators whom we know are interested in the subject, or at least have a very sound grasp of economic analysis. They can be as rude as they want because their views are kept anonymous as they are passed on to the author. We hope he improves his arguments as he prepares the next draft.
How much editing you do of the final draft depends on how uniform a house style you want. We do a great deal of editing as we have developed a very precise house style. Authors tend to know this and relax a bit too much, but we really have very little problem with them.
We aim to strike a balance between an intellectually, academically respectable, rigorous content and analysis, but at the same time, we want it to be read by the intelligent layman and businessman. So we eliminate the economic jargon and the algebra, putting them in an appendix, if necessary. Then we always summarize the main arguments, about ten points, on the back page and the back cover. This is done in-house, as well as the preface which also summarizes the argument. Then at the back, we add 'Topics for Discussion,' which the school teachers like, plus lists of our earlier publications. We advertize ourselves in the footnotes, as well, referring to related IEA publications. We feel this substantially increases sales." (Martin Wassell, 1)
"Rather than writing your comments on the author's manuscript, it is simpler to take his manuscript, make the changes you want, and send the revision back to him for his comments--whether it's OK or not. This works, because the author rarely remembers, so doesn't know the changes you've made, and if he's got good sense, he'll recognize it's a better product." (Michael Walker, 1)
"Because I'm not an economist, we contract out all our editing." (Greg Lindsay, 1)
"Editing may vary among institutes, from modest copy editing to virtually rewriting what you get. If you don't think the latter would work, I refer you to The New York Times Magazine, which prints many authors, but they all read the same way." (John Goodman, 1)
B. Selecting Subjects
"At the outset, we would try and choose subjects which would spread understanding of fairly straightforward market analysis, and which would appeal to particular industries, or particular newspapers, or particular audiences. A lot of our effort went into the packaging and marketing, to attract attention, and of course to appeal to potential donors." (Lord Harris, 1)
"We try to select [book] topics that are going to be in the headlines in 18 months' time. That's the time it takes to bring a book from concept to existence (with some notable exceptions). This is how we managed to have several best-sellers (20,000 copies in Canada is equivalent to 200,000 in the U.S.)--by having a book ready when the public policy issue was breaking. We commission books and studies sometimes when there is a policy problem which has not had adequate public attention, sometimes when it has not had adequate professional attention. We are in the position of giving greater circulation to academics' work, forming a bridge between the academic community and the general public, but sometimes we have to instigate new research in a variety of areas." (Michael Walker, 1)
"We would like to interest institutes in joint programs, using some of the experiences or lessons from Chile, such as monetary policy's effect on the price system, dismantling the public sector, the effect of controlled information on the market, and the re- definition of property rights under a dictatorship." (Arturo Fontaine, 1)
C. Books versus Pamphlets versus Newssheets
"It costs you between $5,000 and $10,000 to produce a book and you get very little reaction. You produce radio programs or newspaper columns, and you get a tremendous reaction. But because we have this great shelf of books we can point to, people consider us a reliable source. Without them, we would lack credibility for these shorter pieces." (Michael Walker, 1)
"We do things in series, in all sorts of sizes, ten to twelve per year. Little ones satisfy most of our supporters, because that is all they have time to read, and the big ones become textbooks used in courses. If possible, get a spine on your books; bookshops don't like these thin pamphlets because browsers can't see what it is. Use thick paper and about 40 pages will have a spine, and you will sell a lot more." (Greg Lindsay, 1)
"Publications can range from five to ten pages all the way to full-length books. I am not of the opinion that you have to publish books to be successful. One of the most successful organizations in the U.S. is The Heritage Foundation, and it rarely publishes books-- not that I'm opposed to them. We've published one monograph which is a book, but in seven months we've put out six short reports. A book takes one or two years, and on our budget we'd never manage six books! Our first year's goal was to establish credibility with the media, with the business world, and with the political community. We could do it faster and cheaper with short publications. Our future program will be a full legislative strategy of the health care area, written by academics, and will come out in book form. As to the cover design, your short pieces can go from the non-academic look using a color logo such as the Heritage Backgrounder, to something resembling university working papers. A book can have a newsstand, paperback look all the way to having a university press appearance." (John Goodman, 1)
"Heritage publishes quite a few books, along with their vast output of short papers, but their ends, by their own definition, are different. I don't believe you can get away without the basic books." (Antony Fisher, 1)
"I was told the other day that our Manhattan Report...it's about ten pages...is extremely effective and fills a gap. Leo Rothman said that in the 1930s 3,500 books were published per year, now there are 46,000. So, it comes down to a question of book shelf space and readers' time. I tend to agree that some of the short stuff can be very, very effective." (Charles Brunie, 1)
"A formula which might be appropriate is to address a subject at many levels. Sometimes we publish a report written for politicians and journalists, which may not have a large circulation or sale, but the audience may be over a million readers of newspapers, multiplied by all the people who then discuss the issue. Then, the same subject can be covered in a pamphlet which looks more respectable and can be sold in book stores to some extent, but is particularly useful on university campuses. The third bite at the subject can be a book resulting from a conference on the subject, a more weighty and academic presentation, which gets in the book shops and has a more enduring impact. Our Omega Project, which will ultimately come out as a 500-page book, will first be released in report style, in separate segments, first, because it's cheaper and we can splash it around and get more notice for them; but secondly, because any mistakes can be altered before it gets into final book form." (Eamonn Butler, 1)
"We publish monographs on various subjects, assembled in book form, intended for the general public and the economic world. We'll also publish "CREA-Focus," mimeographed papers like The Heritage Foundation Backgrounder, targeted to politicians, opinion-leaders, and journalists." (Antonio Martino, 1)
"Five of us economists started a monthly newsletter, paying for the printing and mailing out of our own pockets and on our spare time, so we had to be very efficient. We get together once a week and decide which of us will be responsible for that month's newsletter and its particular message, then, leave that editor on his own.
We're the first publication in Guatemala to carry the black market exchange rate, and we get calls from large importing companies asking what it will be. We don't tell them, of course. But right from the beginning, the newspapers published the whole newsletter! We get fantastic press coverage. We've published one small book on the Value Added Tax, the only one on the subject in Guatemala, and sold 4,000 copies, which is a lot in a country with over 50% illiteracy. There are two other institutes, and the same little group is on all these boards. One is designed for the business community and is currently running the TV series, "Free to Choose." The other concentrates on translations of von Mises, Friedman, Ayn Rand, Gary North, et al, keeping them short, so people of high school age and above will actually read them." (Lucy Schwank, 1)
"We wanted to emphasize that classical liberalism was theoretically and economically respectable, so we published the mainstream people. We published four books which are translations of Hayek and Friedman, a journal, and commissioned four papers on topical issues. The journal has 1,100 subscribers, and we expect the books to sell at about 1,000 copies." (Hannes Gissurarson, 1)
"We discovered our authors did not have sufficient access to the organs of public opinion, their ideas were not made accessible to the general public. So we started a journal three years ago for authors who can write short comments on current issues, and it has proven such a success that one of our large publishers has offered to take over all the costs and risk of the enterprise. They would like it to be more international, so I welcome articles from you, information on your success or failures. We want to make it one of the world's leading forums for economists of an open society, based on a free market." (Arthur Seldon, 1)
"A year ago we started a pamphlet containing small articles or speeches which is popular despite having no spine. Bookshops display them in special boxes with sections." (Sally Pipes, 1)
1. Pricing
"The market for our kinds of publications, with their scholarly appearance and so forth, is of the order of 4,000 or 5,000 sales. In the first year we sell 1,500 to 2,000 in addition to those we distribute for reviewing. We've got 1,300 subscribers who take all our publications at L15 a year for individuals, L25 for libraries. We do 10 publications a year. The revenue from sales is between L40,000 and L50,000 per year, or 10-15% of our budget. It's a subsidized activity, and we keep our over-head costs very low." (Lord Harris, 1)
"The comparable figure for the Fraser Institute is about 5% of the total budget. The institute wants to get about 1/3 of the retail price." (Pat Boyle, 1)
"A report may cost us only a couple hundred pounds; a pamphlet around L2,000, and a book might cost L5,000, including the printing and presentation. We produce very small quantities, maybe 1,000, because few are needed to get the issue into public debate, and once that's accomplished we'd rather move on to something else rather than have all that capital tied up in vast stocks on our shelves." (Eamonn Butler, 1)
"Our books are what they call 'quality trade paperbacks.' You are supposed to price your books at eight times your production costs, which would make ours $20-25. Publication costs us about $2.50 per copy, and our average book price is $7.95. So we obviously don't make money on our publishing program; sales account for only 5% of our income." (Sally Pipes, 1)
"We count 2,000-3,000 as the maximum readership per book. They are given away, not sold, which I am strongly against, because the accounting costs of the Value Added Tax would exceed the net gain from the sales." (Antonio Martino, 1)
"Our Journal, a quarterly, at present has 1,800 subscribers. Individuals pay L14, or $28, and institutions pay L24, or $48. The publishers expect this to grow to 5,000 subscribers in three years, and will begin to pay royalties to the IEA when it gets over 2,500. But it's a commercial venture now, no longer subsidized by the IEA." (Arthur Seldon, 1)
2. Audience
"First you have to identify what it is you are doing, whether you are trying to get at academics or intelligent laymen, or trying to get at journalists, and tailor your publications toward that audience." (Eamonn Butler, 1)
"Our main audience, the people we have the best chance of affecting, are students. Institutes should see that textbook authors receive complimentary copies of their publications. They should have mailing lists of textbook authors, because they're the second-hand dealers in ideas. They don't do original research, they are eager to find easily digestible, well-done studies to incorporate in their textbooks. However, the books that are aimed at textbook authors, or the clergy, or the press, must have a completely different style from the publications which are known as intensely and respectably academic. We should have an A and a B series, or different names for the different products." (Charles Baird, 1)
"If 50% of the GNP is controlled by the state, consumers are the victims. Therefore, consumers should be the audience of some of the material, not just students or intellectual leaders. The style must be totally different, using humor and suitable marketing techniques." (Digby Anderson, 1)
"The IEA's main target audience is the academic community of economists, but the material is written in a style the intelligent layman can understand." (Arthur Seldon, 1)
"I have concentrated my efforts on teachers, because I felt that was where we could have the greatest impact." (Marie Wilson, 1)
"Focus on the young, those in their twenties, before "mind set" makes the job of influencing them more difficult." (Walter Block, 1)
"Remember to make the moral case for a free society. It is insufficient to merely make the economic critique. Also, remind your audience that the only alternative to voluntary coordination is government coordination. Document the results of the latter." (John Burton: "Communicating the Idea of a Free Society," summary of his address to the Mount Pelerin Society, Vancouver, Canada, September 1, 1983)
"Heritage's primary audience is Washington. Our studies are kept brief and to the point because we are writing for members of Congress, Congressional staff members, administration officials, the national news media--people for whom there are not enough hours in the day or days in the week to read all the books and specialized journals that are published on a subject. We try to give them thoroughly researched papers of no more than 20,000 words, 15-25 pages, ideally, that give the busy government executive a good command of a particular subject and an understanding of the options available to him." ("Heritage Today")
"The whole production of academic books is a means to an end. The ultimate end is to influence individuals--not only the general public and the student, but the businessman who is our supporter and already converted. There are an incredible number of things people know that ain't so, and sometimes our members become the worst enemies of our cause when they are asked by the media to comment on public policy." (Michael Walker, 1)
D. In-House Editing and Publishing vs. Hiring a Publishing Company
"If the manuscripts are published by the institute rather than farmed out to a publisher, the institute will need a production supervisor to manage the details of dealing with the printer, the artists, etc. The additional cost and complication may be worth it, as publishers tend to collect credit which should accrue to the institute--an invaluable promotion opportunity is thereby missed." (Atlas "Guidelines")
"Our word processor does all our manuscript processing. We're having them printed in Singapore, where typesetting is very cheap, but nonetheless asking them to take it from our disks. The main problem is the delay sending galley proofs back and forth, and using our disks would eliminate that." (Greg Lindsay, 1)
"Every publication should have a disclaimer. Institutes do not have opinions, only authors have opinions and conclusions." (Atlas "Guidelines")
"Board members' names do not appear in the publications or on the letterhead (except for fund appeals), lest they give the impression of vested interest. Names of the academic advisory board appear on letterheads and in publications to lend the institute academic credibility." (Atlas "Guidelines")
E. Newsletters and Non-book Publications -- Form and Content Suggestions
"Develop a 'look' for the organization's publications. Give each type of publication--radio commentaries, 'occasional papers', studies and reports, etc.--its own distinct visual identity, that, eventually, when merely glanced at, the source of the document will be readily identifiable without the title even having been read." (Kurt Weber, 1)
"Make sure that your group's name, address, and phone number are on every publication that is sent out of your office--be it a study or a copy of an article that mentions your group. This information should appear frequently throughout your documents. When in doubt, ask yourself: If someone received a copy of this page, would she be able to contact us easily? Would they know who to contact? Full address, phone and fax number need not appear on every page; the name of the organization and the city where it is located is sufficient." (Kurt Weber, 1)
"Young institutes should consider publishing a comprehensive book about the economic problems that plague your state and the solutions to those problems. The booklet should not be a bureaucratic tome, nor a pamphlet one of shallow generalities either. It should point out the problems caused by high property taxes, give examples of burdensome regulations that should be repealed, etc., and provide ideas and examples of free market, limited government solutions. The Mackinac Center published a well-received book of this nature. Obviously, a book published lends credibility to an organization; this is even more true of but a book that displays a comprehensive vision, not just piecemeal ideas. Individual chapters can be farmed out to help speed up completion of the project. Graduate or doctorate-level students could be employed to do the research to help hold costs down." (Kurt Weber, 1)
"Your supporters need to know what impact you are having. They need to receive more than just your published studies and invitations to hear guest speakers. Though such things show you are busy, they do not show what impact their money and/or time is having. Newsletters with plenty of photos of packed meeting rooms, a count of the number of interviews given, television and radio appearances made, column inches written about the organization, etc., help define impact. To say one has sent out 10,000 copies of this report or that book tells your 'investors' little. Highlight results, the end product of your efforts--not the inputs." (Kurt Weber, 1)
"If you have a newsletter or other informative publication, include a brief write-up about another institute's work to create public awareness of a bigger movement. If a study reaches the same conclusion, for example, that educational vouchers would save money in Arizona and an earlier study for your state did too, mention that. Push the common consensus. Remember: public opinion does not develop in a vacuum, it is fostered." (Kurt Weber, 3)
"In your publications, put a human face on the victims of government policies. Which of the following reaches you more: reading an article about people starving somewhere or reading an article about a friend who was in a bad car accident? Make your point hit as close to home as possible. Work on your readers' emotions while appealing to their intellect." (Kurt Weber, 3)
"Talk to them in their language, convince them of your point of view. Eliminate 'wonk' (policy analyst) jargon." (Kurt Weber, 3)
"Include a quote or two in your newsletter about the relationship between free markets and morality, free markets and liberty, etc. Give limited government, individual liberty, property rights, and the free market historical roots." (Kurt Weber, 3)
"Publish a positive piece in your newsletter about a volunteer group/nonprofit organization that is successfully helping the homeless, the illiterate, etc., or a private sector organization that performs an activity that many believe can only be done by the government, for example, private fire departments. It is important to show that free markets are more than theory, that free markets translate into practice. This will help your audience argue the case for a society of free and responsible people. Further, it will show that you are for something, not just against government." (Kurt Weber, 3)
PROMOTION
A. Marketing and Distributing Books
"We have a distributor who, for a 65% discount, takes our books, lists them in their catalogue, markets them in stores throughout the country, including university and college bookstores, invoices the customers, takes care of accounts, advertises our books in selected periodicals and journals, and exhibits them at booksellers conventions, trade fairs, etc. We also sell our books in the international market, with stocks in many countries. You have to provide bookstores with a 40% discount and with the cost of postage I guess it is a loss-leader but worth a lot in PR." (Sally Pipes, 1)
"We have just signed a contract with Harper & Rowe to market and distribute our books nationally. They are the leading academic book distributor in Australia. They pick the markets; they are very professional and worth their cost." (Greg Lindsay, 1)
"Send your books to textbook authors who will use the material in their textbooks." (Charles Baird, 1)
B. Promoting Books
"Fraser has its own direct mail program: a list of 7,500 previous customers receive our catalog every 18 months. A response of 2-3% is very good. All these promotional programs, including advertising in newspapers or selected journals, are very expensive and one must develop a promotional budget and stick with it. It is well known that advertising won't sell a lot of books, but it serves to make people aware of you, so it could be considered a PR expense. A major financial newspaper is carrying a series of complimentary ads for our books whenever they have space and the response has been quite good, contrary to custom. We also have posters in the subway stations in Toronto for one month twice a year which gives us a lot of visibility; you can't tell if it sells books. In addition to our distributor's promotional efforts at exhibits and book fairs, we put up exhibits at our Annual Meeting and wherever our speakers are invited we will have a supply of pertinent books, plus our promotional flyers and catalogues." (Sally Pipes, 1)
"Our first book, on education vouchers, was written by several academics including one with foreign experience, and attracted considerable press, largely unfavorable, but managed to inform a large constituency who favor vouchers. It was requested by the Minister of Education and we sent it to politicians and various leaders of opinion. Then a seminar with economists from Greece and France versus two from England and the United States resulted in a book comparing the economies of socialist and conservative governments. One amusing promotion was a lecture before a club of parliament employees. I gave my usual anti-government talk and they liked it so much they offered to contribute to the Center!" (Antonio Martino, 1)
"We list recent publications in the back of each IEA book, as well as refer to pertinent IEA publications in footnotes throughout the book. We feel this increases sales substantially." (Martin Wassell, 1)
"Manhattan Institute did a one hour TV documentary with Walter Williams which helped to promote his book." (Charles Brunie, 1)
"I think we are overlooking the role of artists and writers in communicating our ideas to a wider public. Many are quite illiterate on economics yet are working in the field of communication and could be quite useful." (Daniel Doron, 1)
C. Attracting Media Coverage
"Be sure the news wire services in your state are on your media mailing list and that they receive all your publications and announcements." (Kurt Weber, 3)
"Always emphasize what you are for (individual liberty, personal responsibility, and private, voluntary solutions to economic and social problems) as opposed to just emphasizing what you are against (big government). Criticize a political system that lacks a strong incentive to better itself. Do not attack 'bureaucrats.' They are 'hard-working public employees with good intentions--people trapped in a bad system, one that provides no incentive for efficiency or innovation.' Bureaucrats in Washington, DC, are easy scapegoats and faceless; however, on the state and local levels, bureaucrats are someone's neighbors." (Kurt Weber, 3)
"Always provide an alternative or a solution to that which is criticized. Develop the reputation as an organization with solutions, not just one that points out problems. Show and tell the public how things can work better and more efficiently through the private sector. Likewise, attack bad ideas--not people." (Kurt Weber, 3)
"If you are having difficulty 'breaking into' the major newspapers, journals, magazines, television and radio markets in your state, go around them and put effort into getting published in the 'second tier' newspapers, journals, magazines, television and radio markets. It makes little sense to expend great amounts of resources going where you are not wanted. Build your credibility and following in the second tier and the majors will not ignore you for long." (Kurt Weber, 3)
"Does your mailing list include neighborhood newspapers? These newspapers, though small in circulation, are often starved for any kind of news. A seemingly good opportunity to get entire press releases published." (Kurt Weber, 3)
"If a newspaper publishes one of your pieces, encourage your supporters to call or write the editor or reporter and thank him for running the article or covering the story. If the newspaper perceives great public interest in your point of view, they will be more likely to call you for quotes, interviews, etc. Never sacrifice quality and integrity for the simple sake of being covered by the press. It is much easier to maintain a solid, positive reputation than to gather the pieces and repair one." (Kurt Weber, 3)
"To put out extremely timely press releases, purchase a computer fax program that dials numbers automatically from your database. Thus, faxes that need to be sent and received 'now!' can be faxed effortlessly. If the release is to be distributed widely, it is possible, after all costs are considered--envelopes, copying, employee-hours and postage--that faxing a press release is cheaper than mailing one. Setting up the program for evening or night faxing would save even more money." (Kurt Weber, 3)
"If you are releasing an embargoed study early to some members of the media, release it early to all media members on your database. You do not want to give the impression that you are favoring any given station, publication, or journalist by giving them a 'scoop.'" (Kurt Weber, 3)
"Create a directory of 'experts' of state issues from your state; categorize them by their area of specialty (welfare programs, transportation, taxation, privatization, regulation, environment, etc.). Distribute the directory to the media. Note that these people are available for quotes, comments and interviews. Experts from the national level can also be added for flavor." (Kurt Weber, 3)
"The widest effect we can hope to have is through providing new material to the media and new experts whom they may interview. Actually, the media isn't so hostile as merely unable to find adequate sources for their information: intellectually competent people who are good communicators of these ideas." (Milton Friedman, 1) [Manhattan Institute has performed a valuable service by providing radio and TV stations with names of experts on diverse subjects who may be called on for commentary or information.J
"Here is a little organization [Adam Smith Institute] with only L70,000 in its fourth year, and yet they were written up in The Wall Street Journal the other day, as well as the Christian Science Monitor and The London Times. With their tremendous press coverage, they are obviously having an effect on the political process. New institutes with very little money should take heart." (Antony Fisher, 1)
"Press coverage is truly imperative to our goals, not only to give greater publicity to the issue but to help establish our reputation, and to help with fundraising. More care is given to the synopsis of a book than to the book itself! Publication is always accompanied by press conferences, frequently with a lecture or debate to attract coverage." (Antonio Martino, 1)
"Your press release must be high on facts, low on opinion. The opinions of academics are not news, only the facts. Spend as much time on your news release as on your publication. It should be written so that it could be lifted and put in the paper just as it is. Know whether you are aiming at the front page, the editorial page, or the opinion-editorial page. Your information has to be current, topical and interesting to both readers and editors, but primarily it must be fact-oriented, not opinion-oriented. A good example is a recent study we put out on new Social Security regulations and their effect on blacks. It was done very quickly and very cheaply. The cover looks much like a university working paper-- [it has] the appearance of a study. Inside, though, it is heavy on graphics and bulletin items so a reader can quickly pick out the main points. You would never see these in a working paper, nor the summary in the beginning. It also included the names of our academic advisors, prestigious names, to lend it authority, although the work was entirely done in-house. It was written at the level a news reporter can understand, fact-oriented, not opinion-oriented, as it was headed for the front page (although there were many editorials about it later). It was done on the word processor, not type-set, as though we were giving it to the press "hot off the writer's desk" and intended to put it into print later. Well, the news coverage was total: both national wire services had it in virtually every large newspaper in the United States. Dan Rather, who doesn't like conservatives, had it on CBS TV news. We are still getting tremendous response from that one publication." (John Goodman, 1)
"The economics and the politics of the free market are now news, much more than they used to be, and that is why we are breaking into the media. What we are saying is heeded by authority, by academia, and journalists recognize it as news." (Arthur Seldon, 1)
"Our Omega Report (See page XX) received vast publicity, including a delightful denial by Mrs. Thatcher that the Adam Smith Institute was determining government policy. The secret of media coverage is marketing and packaging. Friedman is right in saying that newsmen are not strongly ideological despite appearances. They are after news. If you are entertaining on TV and fulfill their purposes they will invite you back. If you produce a big academic work, it may not get into the newspapers as much as a short report with a few recommendations which can be easily understood by a journalist, together with a press release which really does most of his work for him. That is why we broke up the Omega Report into small segments, and released them singly over a short period of time. The conservative press in the U.K. is an advantage which institutes in the United States may not have. However, some of our best coverage comes from some newspapers on the left, at least a twisted version of it. We never go on the defensive and never fight rear- guard actions. We are a moving target; we strike, and then when the arguments are ranged against us we have already moved on. The bad guys never know where to concentrate their fire.
Presenting your material in a forceful, entertaining and interesting way requires what we call "gee-whiz data," such as the cost of Quangos (government boards and regulatory commissions) in pound notes which would stretch to the moon and back 4 times. This appeared in every newspaper in the land. You try to find the actual figures and if you can't, it's pretty certain that no one else can find them either, so you use your judgment." (Eamonn Butler, 1)
"Remember the very forming of your institute is a media event, or should be made into one. Select the date, and with your international board of academic advisors, your directors, you should tell the reporters that your official opening will be next month, but you will give them the scoop now." (John Goodman, 1)
"In my country, the state university and most of the intellectual community is somewhat sympathetic to Communism. This has worked somewhat to our advantage in getting quite a lot of press coverage because journalists are so bored with all the talk about redistributing wealth. They really like controversial issues and we are controversial." (Lucy Schwank, 1)
"Michael Walker has had numerous media interviews and has developed a tremendous reputation with both the print and electronic media. He is interviewed about 5 times a week by reporters and commentators. Also we get over 10,000 column inches of press in any year, 3,000 inches in one month with our 'Tax Facts.' When we publish a book, we send out probably 300 free copies to the media, including a synopsis which is both a preface plus a separate press release. Highlights are picked up by the wire service, the TV, and smaller newspaper throughout the country. That generates interest so media people call for interviews with Michael, Walter, or one of the authors, resulting in editorial comments or TV and radio interviews; it is a sort of chain reaction." (Sally Pipes, 1)
"Politicians have automatic and easy access to the media and can advance your ideas in the media because it is easy (and beneficial) for them to get coverage. So use your friendly politician as an instrument in the process of educating the public. He will never lead, but he could be a valuable tool." (John Hyde, 1)
1. Book Reviews
"An excellent report by Joan Kennedy Taylor of the Manhattan Institute on 'What Do Reviewers Want: A Survey of Important Outlets for Books on Economics, Business and Public Policy' identifies exactly how to present your material and when, to whom it should be directed at each house and their phone number. Invaluable. Request your copy from Ms. Taylor at Manhattan Institute for Policy Research, 52 Vanderbilt Ave., New York, NY 10017. T: 212/599-7000; F: 212/599- 3494." (Atlas "Guidelines")
"Publications should have clear introductions, summaries, and when sent to the media, they should be accompanied by a brief synopsis, itself suitable as a review. There should be a disclaimer; institutes do not have opinions, only authors have opinions and conclusions." (Atlas "Guidelines")
2. Editorials, Columns, Articles
"Syndication in newspapers and magazines not only facilitates getting your message across, it adds to your visibility and increases the sales of your books and adds to your membership." (Michael Walker, 1)
"Mike and Walter do a lot of syndicated columns for a chain of 11 newspapers, then Mike does weekly editorials for two publications, plus his daily economic commentaries on radio (with an audience of 5.5 million people) which we publish in Fraser Forum. The next issue will include Walter Block's commentaries as he will appear daily on a local radio station starting this week." (Sally Pipes, 1)
D. Measuring Impact
"I have encountered enormous hostility and I am extremely pleased. It is one measure of success. Another is the amount of press coverage, not only in academic journals and respectable press, but in the tabloids. They have a bigger circulation, and for certain of our publications they are just what we want. Another test is the number and speed of sales of the publication. Another is the letters of commendation. The actual changes in public debate which were brought about by the publication is then the supreme test. We also had one publisher ask us about a book we were getting together. They asked to have the copyright and to produce the book themselves! We are also getting more offers of material from authors, many of whom were thought to be on the 'other' side or who had never pronounced on controversial issues. The more we print, the more offers we get. It, too, is a good measure of impact." (Digby Anderson, 1)
"When the Minister of Education was trying to select an economics textbook I was asked to review various submissions from publishers and write comments and recommendations. The ultimate selection was the best of a bad bunch and we rewrote sections which were totally unsuitable. Now they are asking that I review films and videos and although I am not the only reviewer, if I strongly object I do take it all the way up to the Minister of Education. So we do have considerable input into the system." (Marie Wilson, 1)
"One of our universities has a reputation for considerable Marxist bias in its social science courses. Because of our beleaguered position they are using three of our texts and I have done three broadcasts for them, a token of what they would call 'right-wing input' which they will point to, claiming impartiality." (Digby Anderson, 1)
"Our direct action programs: writing newspaper editorials, writing copy for direct inclusion in the popular media, doing radio and television programs, all subsequently printed in Fraser Focus, get far more reaction from our supporters and the general public than we have had from any of our books. You take 4 or 5 hours to write a month's worth of editorials and radio programs and get a tremendous reaction. They are short, to the point, people can easily understand them, and they are not as intimidating as a 200 page book. One might spend two years and $5-10,000 to produce a book and not get one tenth the reaction, yet it is those books which give us the credibility which makes these shorter pieces acceptable." (Michael Walker, 1)
"After hearing the incredible success story of the Fraser Institute I must tell you that when I first came here was I told that Vancouver is the last place in the world to publish an intellectual book, that the press were antagonistic, and there were not any authors on our side. I hear the same complaint in every country starting a new institute. Granted it takes brilliant people and dedication of a very high order to have such success, but it can be done in any country in the world. One anecdote to illustrate the international impact some of these books have: I was speaking in San Diego when a City Councilman agreed with me that books were essential to public policy; he himself credits a book, 'Verdict on Rent Control' with the fact that San Diego had no rent control. He was surprised to hear that that book was published by the IEA in London. It is the same book that Mike Walker used as a basis for Fraser's first publication, 'Rent Control: Popular Paradox,' a best-seller in Canada and later used in Berkeley, California; Madison, Wisconsin; and other towns in the United States in their fight against rent control because it is simply the best book on the subject." (Antony Fisher, 1)
FUNDRAISING
"Do not assume that a foundation with a strong free market- orientation is going to give money to your group just because you both share the same economic philosophy. A foundation with a free market bent can only be expected to look at the merits and potential of a given proposal. If anything, when asking for money from a like- minded foundation, plan to justify your request even more." (Kurt Weber, 3)
"An institute should first establish itself according to the nation's tax laws as a non-profit, tax-exempt, publicly supported educational organization. In the U.S.A., a 501(c)(3) classification permits contributions to be tax deductible. Without seed money, it takes an institute a minimum of five years to become viable; that is, able to recruit enough donors to guarantee continuing support. With very little start-up money, one part-time executive can find ways to produce one or more publications, perhaps assisted by volunteers, but local donations are slow until a product has shown evidence of effectiveness. Preparation of the original manuscripts will take at least 12 months, publication a further six, with additional time to establish press coverage and various promotions. The effect becomes impressive after a number of titles, consuming several years.
With seed money (some $300,000 the first year and declining amounts thereafter, supplemented by growing local support) the results are more immediate, including the ability to raise funds locally. More publications can be commissioned; more promotional work developed. Institutes can start by buying, for a fee, suitable publications from one another which may require editing, updating, perhaps translation, and an introduction and conclusion by a national or locally known author. Thus they can more rapidly attract local press. [Some older publications are offered free by the IEA and Fraser Institute.]
Ideal minimum funding would ultimately be 500 supporters, averaging $1,000 each. With 250 supporters averaging $2,000, an institute is viable and will be seen to be independent of influence. Support must come from many companies (both large and small), individuals, and foundations, reducing dependency should any supporter withdraw. Supporters become loyal; their number and generally the size of their donations increases. A small institute-- 5 to 15 employees--will be much more cost-effective than larger organizations." (Atlas "Guidelines") [See possible budgets, pages XX-XX]
"We believe in the safety of numbers...having large numbers of people contributing, on the whole, modest sums of money to make up our budget so that none of them are dominant or can try and influence what we are doing." (Lord Harris, 1)
"Start up funding for the Fraser Institute began with a commitment by a very small group for five years, giving a declining amount each year, on the understanding that others would commit increasing support as the institute developed product, and seed money would no longer be needed. Substantial seed money is invaluable for establishing your institute on a firm basis. It frees the director and his staff from worries about fundraising and allows them to get on with the program. Substantial sums are often given on a 'matching grant' or 'challenge' basis. We have used this method most successfully both in initial and subsequent donations.
The second phase, garnering support from a widespread audience, consists in selling the competitive market economy, basically the right to own private property, getting a market return, and creating a better standard of living for the population as a whole. You describe the role of the institute as providing microeconomic answers to a whole host of public policy issues. Because you must make an intangible idea tangible, you take along some books to illustrate your purpose.
Your initial market is with the corporations and the foundations. The most effective way to sell is through personal contact. People do not give to causes, they give to people. Get letters of introduction from people who know potential donors personally so you can sit down and have a face to face conversation. One on one is ideal, but another device is to hold a luncheon and address them collectively, then follow up with them at a later date. You should have a sales package that they can be looking at, the tangible evidence again, while you are talking. We frequently provide a prospect with materials through an intermediary whom he knows well, hoping he will actually read it before our appointment. He is therefore prepared to see us. It takes a while to digest these ideas; frequently it takes several visits over the years before we succeed.
Personal contacts continue to be important even after you reach cruising level. But at that time your reputation and the impact you have had in the community allows you to solicit by mail. Remember to keep your membership intact. We invoice them every year in the amount they gave the previous year. If you feel they should give more, ask them formally for the higher amount. After years of responsible service and reputation, you can attract gifts of size which will endow your operation or provide for special projects. Foundations and corporations rarely give endowment funds. However, the latter can ultimately give you larger than customary sums which exceed your needs for administration and can be turned over to your endowment. Individuals frequently leave an endowment in a will, but all of this comes only after you are firmly established.
The biggest fault in fundraising is not to ask (a) for the money and (b) for the right money. Try to nail a person down as to whether he (or 'they') will or will not support you. Try to develop the courage to name the figure, make it higher than you hope to receive, giving the reason for the amount. Remember if it is higher than they like, you have complimented them on their ability to give, and the lesser figure they arrive at will be greater than they would have given in the first place." (Patrick Boyle, 1)
"Because all activity of your institute depends upon funding, fundraising is the most important thing you do. It helps to think of it as trying to develop clients. They don't owe you anything; you are providing a service and appeal to their self-interest. The selling is difficult, not only because it is intangible and the pay- out is fairly long term, but because you have a lot of competition in the U.S. between institutes trying to roll back government. Prepare yourself with all the arguments for proliferating institutes and never deprecate the others.
The ideal situation is acquiring hundreds of supporters at relatively small amounts, say $5 to $5,000 each. The diversification assists your credibility as well as your stability; you don't risk much by the loss of any single donor. Then there are grants, hopefully given toward general support, but sometimes toward a project you have planned which is in the particular interest of the donor. It is more cost effective for him to help you influence various audiences than to try to do so himself. He is not in that business and wouldn't have the credibility if he tried. When you are first starting your institute you might consider a project which would benefit a certain area of industry and solicit support from them on this basis, being sure to explain your independence as to the content of the research and the methods of promoting it.
Personal involvement is crucial to successful fundraising. Personal introductions are vital. Holding conferences before the book is out 'making it available before it is released to the press' or 'fine tuning the research' are methods of involving more people personally. Fundraising events such as luncheons or dinners honoring some prominent person can be methods of introducing your institute socially, and gaining respect through affiliation with prominent people. Remember in all cases to expect rejection and you will avoid the depression which comes with the very limited response which even the most successful fundraisers achieve.
Do research on your potential supporters. Learn the policies of different companies, whether it takes one, two, or three years for them to make their grants, whether they go for trendy projects, which issues might be of particular interest, do they support something like this already (in which case your chances are better), or are they just broadly philanthropic. The latter donors tend to give little at first, waiting until you prove yourself. They want to go with a winner, giving more as time progresses. Seed money donors tend to do the opposite; giving larger sums at first and dropping off as you gather outside support. Then there are in-kind donations, such as equipment or stationery or printing, or auditing or even office space.
A regular newsletter is very important to your program; it keeps donors and prospective donors informed of your activities, as well as all the others you are trying to influence. Its presentation should be first rate; photos, graphics and so on. (XXX)
Corporate donors have different pots of money. The charitable pot is limited by law to 5% of their profit [XX - is this a law for Canada only?? asks Kurt Weber]. Then there is the advertising pot and the policy development pot and the planning pot and so forth. The project which you do but which could have been contracted by an industry because it would have been in their interest to do so, can receive money from their planning pot or their policy development pot because you are saving them that contracting fee. You are also adding credibility because of your academic standing.
Obviously this is a very delicate business because you cannot be thought of as a commercial enterprise and it must not deflect you from your normal course of activities, but it is a very lucrative source. Or think of ways to tap their advertising budget. And follow Pat Boyle's advice: send all your donors invoices the following years. Corporations have an on-going mechanism and you must plug into it. Too often the CEO is just too busy to write a check or to get the necessary quintuplicate copies from the accounting department, etc. Just send the invoice." (Michael Walker, 1)
"Your publications must help you raise funds. They must be attractive and easy for your prospect to read. The list of your board members is also important. The prospective donor looks over the list and if he doesn't know them, you are lost. He also might ask how much they contribute and if you say 'very little' he doesn't feel he is compelled to do more. If they say they are already contributing to another similar institute, you needn't congratulate them on their perspicacity, but you must not criticize the other outfit. Simply say how you both need funding as your approaches are quite different or that they are not into this particular project and the need is immediate." (John Goodman, 1)
"Our financial sources are small and numerous. Although some corporations put up money if they find a particular project is connected to their interests, we are not hired guns. We don't let go any control. We also have subscribers at L15 for all our publications, plus conferences which we hope do better than just break even." (Eamonn Butler, 1)
"When you are just starting, it is important to pick topics everyone perceives are problems. We chose the housing crisis and the failure of the government school system. It is the sort of bait the fundraiser can use." (Charles Baird, 1)
"We keep massive mailing lists. Fundraising by mail isn't the best method, but with the word processor it is one method and people who get a letter and masses of material for a couple of years are willing to talk to you. I just copied names from lists in the Financial Review of people who had changed jobs and I got about 10% who would buy a book or donate or subscribe--a fair return. Our recent tax position has helped a lot. We have 150 companies and nearly 800 individuals who subscribe and 40-50% of those donate money in addition, which I ask for every year by letter." (Greg Lindsay, 1)
"We use seminars not only to publish the proceedings but also to invite potential members to see if they wish to join us. By having as many invited people as paying people we cover about 80% of our costs and attract new supporters." (Antonio Martino, 1)
A. Accepting Earmarked Funds
"Because a great deal of time must be devoted to fundraising, one tends to want to go to a few sources for large amounts rather than go through the more time consuming process of soliciting many sources for smaller amounts. However, if you upset one of your few sources, and sooner or later you will, your institute may not survive the withdrawal of funds. I know of no instance where a supporter, who held an overbearing position, didn't use it, even though not really meaning to. The ability of the institute to maintain its program the way it wants depends upon the diversity of support. Otherwise you become someone's pawn." (Antony Fisher, 1)
"We have had some takeover bids; huge offers from very rich men if we would make them chairman of our trustees. We refused because we would have lost our independence altogether. I have always been against acceptance of earmarked funds, that is, funds designated to institute a study of a particular subject, for the same reason. The few exceptions justified all my fears. There were endless requests for drafts, subtle pressures exerted on the authors, and so on. People should help you on the basis of prior performance, your reputation, your academic standards, and let you alone to do it your way. Don't accept earmarked funds." (Arthur Seldon, 1)
"All the organizations in the U.S. accept what I would call 'project specific money.' We would rather have general overhead money, but many organizations can't give general overhead money. Their grants must be 'project specific.' They are interested in a certain area such as health care or social security and want to see research done on those problems." (John Goodman, 1)
"The essential fundraising ingredient is the contract between the donor and the institute. We make it clear the authors will study such and such a subject and we will bring out a book or whatever on their findings in so many months, and the donor will see the results when it is released to the public. Depart from that concept and you pay the price which has been discussed. But if you avoid funding for a project for which a corporation or an industry would gladly have paid, you will miss a good many opportunities. You can sell your point of view, and that contract which keeps you completely in charge." (Pat Boyle, 1)
"There is a thin dividing line between accepting earmarked funds and accepting payment for a piece of work. If you are strong enough to resist any insidious pressures and your repute is high as Fraser's is, you may be safe. But a young institute may be more susceptible. I recommend they avoid accepting earmarked funds if possible--at least until they are accepted as a reputable, independent source of scholarship." (Arthur Seldon, 1).
"We have a potential supporter who has offered earmarked funds. Instead I intend to list all my projects for next year and let him choose the one he likes to support." (Antonio Martino, 1)
B. Taking Government Money
"The government once offered the Fraser Institute a contract to do a study--but the government also wanted editorial control. It was rejected. It is Fraser's policy that research be undertaken in the public interest, not for proprietorial interest; that research must be in the public domain, no secret research. Fraser must have editorial control throughout the entire process. Even if a donor offers you a big worm, don't do anything that doesn't fit in your mission." (Michael Walker, 2) XX - check on this for accuracy; it was given on the tape of the 1993 workshop.
"Of course it depends upon specific circumstances, but I know the Institute for Economic Affairs is not averse on principle to advising governments on issues within their competence, and accepting a fee for the work involved in obtaining it. It would seem a denial of their principle objective to refuse to give information which was available to all and which would ameliorate a policy problem." (Antony Fisher, 1)
"I do not feel it is morally wrong for our groups to take money from the government. But have you seen the forms they demand when you apply for a grant? It takes two months to fill them out and then all the reporting back--frankly, I haven't wanted to fool with it." (John Goodman, 1)
C. Fundraising Suggestions
"Find out which businesses in your state have matching gift programs. Your organization can double someone's contribution if his employer has a matching gift program. Program your database to 'flag' such contributions when they come in." (Kurt Weber, 3)
"Include a donation reply card with each general information packet mailed, and a self-addressed return envelope if at all possible. The donation reply card should ask for as much information about the person without being intrusive, such as employer and work phone/fax numbers. In addition to asking for money, the return card can go further. Four possible categorical check-offs are: Willing to volunteer time; Willing to donate office equipment/ supplies; My company has a matching gift program; and Willing to help introduce you to other potential donors." (Kurt Weber, 3)
"Develop a fundraising plan, not of the foundation grant-type, but rather of the grassroots, individual donor kind. This plan should be religiously followed. For example: 1. Include a donation reply card and addressed return envelope with every response to general information requests. 2. Include a donor reply card with your major study mailings. 3. When sending donor reply cards with major mailings, code the reply cards if at all possible. This will enable you to determine the 'success' of each major mailing from a financial perspective as well as provide marketing information. 4. Record the contribution in the database, coding the mailing from which it resulted. 5. Write a 'thank you' letter immediately. If the contribution is sizeable, wait a few days for the letter to be received, then place a call and thank the supporter personally. 6. During the last two weeks of November, mail out a year-end fundraising letter. 7. Review your database annually for those who have not given in the previous 12 months. Consider sending these people a mid- or an early-year letter requesting a 'renewal of support.'" (Kurt Weber, 3)
"Divide your state up into a handful of regions, based upon the concentration of donors and supporters. Organize a free dinner in each region once a year. Invite a select group of donors and, in turn, ask them to invite a couple friends to attend. This is not a fundraiser, and it should be made clear that it is not a fundraiser. An intelligent and interesting talk/lecture, followed by a brief Q/A period, concludes the low-key event. The dinner is an opportunity for attenders to get better acquainted with the organization. No fundraising appeals are made before, during, or after the event. Of course, the basis of the dinner is cementing relations with current donors, thereby encouraging them to increase their support, and to meet prospective donors and impress them enough that they come on board. The Mackinac Center has done this successfully." (Kurt Weber, 3)
"Determine whether or not it would be feasible to receive donations by credit card or regular electronic bank transfers. Include this option on the donation envelopes mailed out. Make it as easy as possible for people to contribute money." (Kurt Weber, 3)
"Stay in touch with your contributors! If you are too busy (or cannot afford) to put out a regular newsletter, send out a double- sided letter highlighting recent organizational 'victories,' which include speaking engagements, interviews, published opinion-editorial pieces, etc. Include a copy of the latest mention in the newspaper. It is one thing to receive a study in the mail; it is an entirely different thing to know that the organization is having impact. Having impact is extremely important to those who send you their hard-earned money. Imagine buying stock in a company. You see their product on store shelves. But, you never receive any dividends. Well, your contributors are investing in your product, your publications and programs--and they expect to see dividends--media attention and other signs that you are having impact and not just preaching to the choir." (Kurt Weber, 3)
"Develop a premium-based contributor system. That is, the more one gives the organization, the more they get. For example, Basic Sponsor: receive all studies and newsletter. Bronze Sponsor: Basic plus invitations to all events. Silver: Bronze plus books and invitations to pre-event receptions. Gold: Silver plus quarterly president's letter and admittance to all pre- and post-event receptions. Platinum: Gold plus invitation to benefactor summit. Marketing is important. People pay for status. Give them an incentive for increasing their support." (Kurt Weber, 3)
"Always thank a donor. A letter to donors should be in mail the day the contribution is received. Always thank a volunteer. Thank them immediately for their help." (Kurt Weber, 3)
"Fundraising need not end with financial contributions; if someone or some organization is not able to give money, maybe they can donate advertising space in their corporate newsletter, donate an old printer or other office furniture, etc." (Kurt Weber, 3)
PROGRAMS AND EVENTS
A. Economic Programs in the Schools
"The Economic Education Resource Centre is a division of the Fraser Institute, started in 1979, and our mission is to encourage economic awareness in elementary and secondary schools by expanding both the quantity and quality of economic education. Educators are our primary target. We maintain a wide variety of economic education materials: books, kits, games, pamphlets, videos which are available to teachers on a reference and loan basis. We publish a brochure explaining our services, and a handbook giving resource material. We offer seminars and workshops at the request of school systems throughout the province, and a summer institute in economic education for teachers, given in cooperation with the university.
In addition, we are involved in developing a compulsory course in consumer economics, a program for teachers on educational television, selecting and revising of student economics textbooks, teacher training sessions under contract with the Ministry of Education, and we see the future potential of expanding nationwide as well as offering programs for students as well as teachers.
By working within the school system with the Ministry of Education we have had more success than had we attacked from outside. My position as a former teacher and administrator helps me speak their language, empathize with their problems, so our relationship is not only friendly, I am regarded as an expert, even paid by the school department for the teacher training programs.
I suggest that an institute wishing to get into the schools and change the curriculum might find someone within the system with enormous commitment and great patience. One can make changes slowly and the results are imperfect, but in time there is a noticeable effect." (Marie Wilson, 1)
"One of our programs to overcome the dominance of Keynesians in the economics department is to offer prizes for essays on economic topics geared to current problems in Israel. They will be judged by prestigious professors who are supporters of the free market and those essays will become the theme of a conference." (Daniel Doron, 1)
B. Economic Education in the Church
"Contact The Acton Institute for the Study of Religion & Liberty for information about their programs for clergy members, seminary students, and students in religious studies programs. The Acton Institute is a nondenominational organization dedicated to advancing classical liberalism--individual liberty, personal responsibility, private property, limited government, free markets, and charity. Its address is: 161 Ottawa NW, Suite 405K, Grand Rapids, MI 49503. T: 616/454-3080; F: 616/454-9454." (Kurt Weber, 3)
"Develop a day- or half day-long seminar, geared toward the religious community, that will encourage and foster the development of private, voluntary, public service charitable organizations. While it is useful to spend some time to explain why the welfare state is immoral and a failure, the event should be geared toward helping interested parties network with and learn more about other successful programs. Such a seminar will help show that your organization is compassionate and is interested in solutions and the general welfare of the unfortunate. A successful seminar of this nature was undertaken by the Mackinac Center in November, 1993." (Kurt Weber, 3)
"The Centre for the Study of Economics and Religion, a division of the Fraser Institute, is trying to affect the clergy while they are young, in divinity schools, seminaries, etc., before mindset and an investment in Marxist ideas has made conversion almost hopeless. With our limited resources we must concentrate where the chances are higher. The best vehicle is books, course adoptions on Christian ethics or what have you, but the problem is the professors are almost uniformly Marxist. So we must balance their content right down the middle; half written by leftist theologians or economists and half by our sorts of thinkers, or the books will never be accepted. But what we emphasize in all our public speaking or writing is that we are not disagreeing with leftist theologians on their goals, we are all for peace, prosperity, motherhood and apple pie, it is on their means. This makes for less acrimony and the people are less hostile. We also have luncheon seminars, again the symposia are balanced between left and right. We have forums open to the public and week long conferences held at various schools of theology--largely Marxist but they have cooperated with us. We don't try to explain that God is a capitalist so much as questioning whether eliminating profits is really going to help the poor, or what the economic effects will be of a tax.
Frankly, I resent the clergy using the pulpit to promote Marxism but I wouldn't have them promote capitalism either. Their proper function is to promote eternal salvation. However, because Marxism is taught, we propose to offer other options. The rationale for capitalism is not only that it provides better for the poor as far as their material welfare, it satisfies their potential by allowing the pursuit of their individual ends, it has the moral quality of personal freedom and the Judeo-Christian ethic of personal responsibility, and it suits human nature. Man is no angel and he doesn't suddenly lose his greed, his self interest, when he dons the office of politics." (Walter Block, 1)
"There are many things wrong with the statements from churches on socio-economic issues. First, we must point out the sloppiness, bias, confusion, trendiness, one-sidedness, and hysteria of their writing; a purely academic commentary on the way they present their materials and a notion of how they could present them. Then there are three main issues on which they are poor: (1) the relationship between capitalism and Judeo-Christianity, (2) wealth creation as it occurs in different economic orders, and (3) all sorts of social issues, not purely economic, such as crime, race, education, etc. These are the main areas in which we would hope to work." (Digby Anderson, 1)
C. Radio Commentaries
"See if radio stations would be interested in airing radio commentaries on a regular basis. Cascade Policy Institute does this thrice-weekly, providing ready-to-go 90-second commentaries (275 words) to a local business radio station, each commentary is run three times a day. The 'tag' at the end mentions Cascade and provides its phone number for listeners wanting a copy of the transcript.
Warning: This can be a time-consuming project. Thus, exploit these commentaries to the fullest, offer them to small circulation newspapers, especially neighborhood publications; they have small staffs and small budgets. Well-written, short commentaries might be welcomed, especially if they are produced on a reliable basis.
These commentaries provide an excellent catalog of ready-made letters-to-the-editor; having written on a wide range of topics, you will be able to respond, with minute changes, to most any issue. Further, these commentaries can be used to tailor general information packets to the interests of the inquiring party." (Kurt Weber, 3)
"Try to get your commentaries broadcast during commute hours. You have a captive audience, in Canada of some 5.5 million, which is perhaps the largest reception you can ever expect for your message; simultaneously attracting members and increasing credibility." (Michael Walker, 1)
"Manhattan's radio commentaries featuring quite a number of economies successfully grew to some 200 eager stations across the United States, a service provided free of charge, of course. It was a time-consuming and comparatively costly enterprise, and the board determined its net results were having less impact than the same monies put into books and the accompanying promotions. The program will probably be taken over by another organization." (Antony Fisher, 1)
D. Suggestions for Successful Events
"Run your public events in the highest professional manner possible. For many attenders, this will be their first contact with your group. The smoother your public events are, the better and stronger your reputation will be. All public events should have closure. That is, a person from your organization should open the event (welcoming remarks, brief outline of the evening ahead) and close it (thanking the people for attending, mention the sign up sheet available for getting on your mailing list, announce the next scheduled event). The best events are well-choreographed." (Kurt Weber, 3)
"See a room before you sign a reservation contract. The ambiance of the room will set the tone for the event, as well as help form a first impression of your group for those with no previous contact. Seeing the room first hand will also give you an idea of how seating, the stage, banners, etc., should be arranged." (Kurt Weber, 3)
"Invite prominent media personalities--especially those that do not agree with you--to moderate your public debates and forums. Participation of media personalities will help raise the profile of the event, lend greater credibility to your organization, and familiarize that media person with your group." (Kurt Weber, 3)
"Meet with all moderators of your public debates and forums several days before the event. Explain exactly what you expect them to do; do not assume they know. Prepare a schedule of the event for the moderator, all participants, and interns/volunteers." (Kurt Weber, 3)
"As a fundraiser, sell tickets for a pre- or post-event reception with your prominent policy analyst, expert, guest lecturer, etc." (Kurt Weber, 3)
"When a guest policy analysts or lecturers are sponsored by your organization, give them a detailed schedule of all appointments (including background information on individuals they are meeting) and events they will participate in. Beyond mere professional courtesy, a schedule provides an analyst or lecturer the opportunity to mentally prepare for each event, as well as know when their free time is, which can be utilized for their own work." (Kurt Weber, 3)
"Get an organizational banner and podium plaque made. Place them both in strategic locations at all public events (generally on and behind the podium). Place them in strategic locations in your office. They should be in the lens of any camera whenever an interview is done." (Kurt Weber, 3)
"Require prepayment for events that have variable costs, such as meals. It is too easy for someone to reserve a place weeks in advance--then not show up, leaving you with a plate of food to pay for. Requiring prepayment has two benefits. First, it is a solid indication of interest in the event, hence the issue or person (important marketing information). Second, if a person does not show, you have the money in hand to cover the cost of that individual's meal." (Kurt Weber, 3)
"To assist in planning public events, 'require' reservations whether or not there are variable costs involved (of course, anyone who arrives without a reservation should not be turned away). Required reservations give you the opportunity to know in advance roughly how many people will attend, thereby providing you the opportunity to move to a smaller or larger room if need be; adjust food, refreshment, and handout quantities; and so on." (Kurt Weber, 3)
"For events/programs to be repeated, create a checklist of 'things to do' and an accompanying explanatory document. It is much easier to guide yourself by a checklist than to plan from memory. Checklists are extremely beneficial if you hire someone on a one-time basis to organize the event/program or when employee turnover occurs. Just hand the documents to the new person and the job is as good as done. A checklist helps to point out problem areas from year-to-year as well as provide information about what works well. Further, checklists and explanatory documents saved from year-to-year provide an event/program history for newcomers; they can read them and see how things have evolved. Thus, the checklist and explanatory document should be updated with each event with all changes noted. This is best done by noting changes as one goes along." (Kurt Weber, 3) (See Attachment XX)
"Create interesting events. When you have a school choice speaker lecturing, organize a debate with known members (defenders) of the status quo school system. Or a panel discussion. Use your speaker's occupation or background to reach into new audiences. If the speaker is a lawyer, organize a lawyers-only breakfast. To make inroads with journalists, organize a media-only luncheon. (Note: members of the media community may want to refuse a 'free' lunch in order to avoid the appearance of impropriety. Thus, offers of 'freebies' should be accompanied with the proviso that the meal, etc., can be paid for if so dictated by personal or corporate policy.)" (Kurt Weber, 3)
"When creating an event flyer, do not write a book of text on one page! Who, what, why, when, where, and how to get more information are the points to cover succinctly. Leave plenty of white space for eye appeal. Change font styles sparingly. Develop a consistent style for your event flyers." (See Attachment XX (Cato). (Kurt Weber, 3)
"At each and every event, be it your Christmas Party or a debate, set out a 'sign up' sheet for people who want to be added to your regular mailing list, or who would like to receive more information about your group. 'Seed' the list with a fictitious name or two; many people do not want to be the first to sign up--for anything." (Kurt Weber, 3)
"At speaking events with a question and answer period, you may want to select a supporter of your organization to ask the first question. Notify him or her beforehand that you will do this. This helps to get the Q & A session going right away." (Kurt Weber)
"It is a good idea to have someone from your organization select the questioners. This 'moderator' should be prepared to interject with a question or two to keep the session lively and moving. The moderator should also act to prevent monologues from developing between an attender and the speaker, as well as maintain a civil atmosphere. The speaker is a guest and should not have to play the role of 'tough guy.' That is the responsibility of the host organization and its designated moderator." (Kurt Weber, 3)
"Always ask your guest speaker if they have any special audio/visual needs. You do not want to be scrambling at the last minute to find a slide projector or public address system." (Kurt Weber)
"If you will be speaking in an unfamiliar place, arrive early and get a feel for the room." (Kurt Weber, 3)
E. Conferences/Seminars
"One way to attack a problem is through a conference; you might get a book, or the basis of a book out of it. Get as wide a spread of opinion as you can from politicians, journalists, experts in the field, concentrated in one room on that one subject, and it can be valuable. Then there is an editing job to go through it and present the book in terms of what they would have said if only they had thought about it." (Eamonn Butler, 1)
"The paucity of free-marketeers among the young might be corrected by holding conferences such as the one put on by the Institute for Humane Studies. Inspire them by exposing them to some of our articulate spokesmen or offer short sabbaticals to those few younger economists interested in writing or doing research along our lines. " (John Burton, 1)
F. Dinner/Luncheon Programs
"Manhattan Institute holds luncheon 'forums' five to six times a year. They are free, and attendance is by invitation, primarily for media people plus certain interested businessmen and academics. Sometimes there is a single speaker, perhaps someone who has just published a book (not necessarily through Manhattan Institute, but whose message is the sort that Manhattan promotes) and sometimes it is a panel discussing a current policy issue. These forums frequently become the basis of a Manhattan Report, the institute's widely circulated small periodical." (Joan Taylor, 1)
G. TV Programs
"Utilize your local cable access channel and its programs, if for no other reason than to get television experience. To improve your media skills, tape all programs on which you or organization representatives appear. Watch the tapes. It may be a bit painful, but watching one's performance with a critical eye is the fastest road to improvement." (Kurt Weber, 3)
"In Guatemala we have three institutes with different functions, all achieving the same end...The one that is designed for the business community audience...started running Milton Friedman's "Free to Choose" series. Because we have a new political party in power, a new constitution and politics is all-important, our panelists after the films are top politicians." (Lucy Schwank, 3)
"Manhattan Institute in conjunction with New York's public broadcasting station, WNET, produced a one-hour documentary featuring Walter Williams, the economist whose book Manhattan had just published, The State Against Blacks. The 'New York Times' ran a large advertisement preceding the show and TV Week featured it as the show of the week. It was repeated and there is strong interest in running it nationally in connection with the paperback edition due to be published in July." (Joan Taylor, 1)
H. Legislative Recommendations
"Many governments come into office with the best of intentions, yet lack the means of carrying out those intentions. Ours in Britain was favorably inclined towards personal freedom in the economic sense, so we decided to prepare the ground. We chose committees of experts to represent the 20 major departments of state, such as Education, Industry, Agriculture, etc.; 5 persons for each working party: an economist, an academic, a businessman, a political commentator, a parliamentarian (retired civil servant or MP) who was familiar with legislative procedure, or 100 persons in all.
Each group was given a completely researched brief on the history, the powers, the responsibilities, the whole function of their department, and secretarial and research assistance. The secretary was an ASI man who assigned the work, then followed up with phone calls, bullying, and reminders, although each expert donated his/her time and recognized the absolute need for this project.
Their job was to explore opportunities throughout the entire field of legislation for choice and individual enterprise. They were briefed on our house style: seeking the small changes which cumulatively will produce the new reality, not sweeping recommendations such as 'sell British Steel' or 'get rid of the Health Service.' We identified approximately 15 different ways of dismantling the state, such as using private contractors to perform jobs presently in the public sector, the use of tax incentives, competition, free ports, etc., techniques to be applied appropriately.
The book will ultimately be around 500 pages, complete with legislative and statutory instruments attached. It will be released piecemeal to attract the maximum coverage [it was fantastic: some 400 pages on the first releases], and should have considerable legislative impact." (Madsen Pirie, 1)
I. Sociology/Science Units
"The Social Affairs Unit, although legally and financially independent, is housed at the Institute for Economic Affairs. Its purpose, like the IEA's, is to bring the concepts of the free society into an academic discipline sorely lacking in its advocates, drawing on scholars in any discipline other than economics but primarily in the social sciences: psychologists, sociologists, historians, philosophers and so on. Not only do we cover a fairly broad spectrum of research, we address a diverse audience, and must adapt the style of our presentations accordingly. We have produced collections of essays on education, on housing, on the welfare state, on the welfare apparatus that surrounds crime.
Through these publications we have encouraged 20-30 quite unknown 'closet free-societers' to reveal themselves with exciting, interesting pieces of work. Not that they are full-blooded free- marketeers, but they are concerned about a particular abuse which reflects misfunding or misorganization and are happy to differ with the dominant conventional wisdom on this topic. It is truly because the social sciences have been usurped by the left that we feel compelled to enter the field.
We also have research reports, comments on immediate social issues such as law and order, the police, and one coming out analyzing the Marxist and Communist press in England. There are 69 such journals with a total financial input of between 4 to 5 million pounds per year. This analyzes who they are, who contributes, and their interconnections. A collection of 16 essays will form the lead book this spring of one of our largest religious publishers, each essay addressing a document produced by one of our mainstream churches on such social or economic issues as foreign aid, unemployment, education, politicized welfare, crime, race, etc.
As previously mentioned, our audience is most often the opinion formers and academics, but from time to time we deal directly with the consumer. In a society where 50% of the economy is controlled by the state, the consumer is frequently abused yet powerless. We produced a little book called 'Detecting Bad Schools' to help the ordinary parent detect which schools were better or worse. In this way we are extending the scope of the case for a free society. " (Digby Anderson, 1)
J. Suggestions for Outreach/Networking Efforts
1. Elected Officials, Business and Media Communities
"For the benefit of the institute, the institute's president or executive director should have a friend in the business community arrange a luncheon with another businessperson or two weekly. Get to know these people personally. Invite different members of the media community to lunch with you once a week too." (Kurt Weber, 3)
"Develop bibliographies of books and articles for education reform, the environment, privatization, the free market, etc. When a person writes in and mentions a given area of interest, include the appropriate bibliography with your response. Such bibliographies give the reader great resource material with which they can bolster their arguments, and provide a reference guide for students interested in doing research for school papers. If you have a public event on education, privatization, etc., make the appropriate bibliography available to attenders." (Kurt Weber, 3)
"Know the organizational landscape of the area you serve. Learn about all the associations, groups, service organizations, etc. This knowledge will help you to market your materials and events; additionally, you will know which and how many groups are likely to oppose your efforts." (Kurt Weber, 3)
"Learn the meeting schedules of the service organizations in your area. This will come in handy when you bring in speakers and are looking to fill up their schedule. If your speaker has a block of time open and it falls on a day when a given service organization meets, call the group and ask if they would be interested in having your speaker address their group. Promote your Speakers Bureau aggressively; contact Jaycees, Lions Clubs, Rotary Clubs, minority and women's groups, etc., about your Speakers Bureau and the opportunity to schedule free market lecturers for their luncheons, awards ceremonies, and other functions. Place the presidents of these organizations on your mailing list, apprising them as well of your Speakers Bureau." (Kurt Weber, 3)
"Watch the newspapers and business publications for up and coming business, community, education, and media leaders (review the 'Recent Promotions' sections). Send these people a congratulatory letter on their achievement. Note briefly what your organization is about (include a brochure and a relevant piece of your institute's work too). Highlight your 'Speakers Bureau' and the availability of free market speakers for meetings, luncheons, etc." (Kurt Weber, 3)
"Send a letter to all local elected officials announcing your interest in privatization and contacts with privatization-oriented organizations. Include with the letter a listing of such groups, a bibliography of privatization books, journals, articles, free market institutes, and a brochure from the Privatization Center (Los Angeles, CA). This letter will do two things. First, recipients will think of you as a privatization resource center and second, it will bolster your image as an organization interested in helping solve problems--if the recipient is receptive to privatization. The Mackinac Center arranged to distribute a series of privatization 'how-to' manuals--originally published by the Privatization Center-- to local public officials. Mackinac produced their own covers to give the manuals a greater institute identity." (Kurt Weber, 3)
"Organize a breakfast lecture series in your state capitol for legislators, legislative assistants, and others who work in, or have influence with those in, political decision-making positions. The Mackinac Center has organized a successful breakfast lecture series." (Kurt Weber, 3)
"Organize a summer lecture series in your state capitol for political interns, interns with other organizations and students. Have a speaker talk on a relatively timely topic from a free market perspective (a half-hour is long enough); follow the talk with a half-hour Q & A session. Afterward, offer refreshments and circulate among the interns. Have a sign-up sheet at the door for those who want more information about your group or the topic du jour. Plug these folks into your network with a summers' end letter. Include a short article related to the talk the intern attended, a bibliography of free market, limited government books, a questionnaire they can fill out and return if they wish to be put on your mailing list, etc." (Kurt Weber, 3)
"If you know a columnist is going to do a story on your organization or a recent study, encourage them to include your phone so readers can call and request more information. Be prepared if it happens: Cascade Policy Institute received 450 phone calls in 4 days for one of its reports, and more than 550 in seven working days!" (Kurt Weber, 3)
"Assume that someone is your ally until he says differently. I once ran for Kalamazoo's City Commission. While campaigning door-to- door, I came across a lawn full of yardsigns--for several other candidates (you could vote for seven people). My opening remark to the home owner was, "I can see that your mind is already made up..." He looked at me quizically and asked, "Why do you say that?" "Because of all the yardsigns." "Oh, those," he said, "the other candidates just asked if they could put them there. I said sure. But it doesn't mean I'm going to vote for them." Appearances can be misleading. Even a person who does not like what you stand for probably agrees with you on at least one issue." (Kurt Weber, 3)
"In a sense, we are being more effective with apathetic administrators than we were before with market-oriented ones. Our journal, a quarterly, is selling over 2,000 copies per issue, a lot for a country like Chile, and we are expanding to Buenos Aires and hopefully Lima. We have enormous press coverage of our debates with socialist intellectuals, giving our free market oriented explanation of what went wrong, and we do concede the record was not good." (Arturo Fontaine, 1)
"I believe I am able to diffuse much of the antagonism by reassuring our adversaries that we do not differ on the goals--we are all for peace, prosperity, motherhood and apple pie--our differences are the means. If we only disagree on the means toward ends we all agree on, then it is if we are all thinking along the same lines, and it is a lot less hostile." (Walter Block, 1)
2. Students and Educators
"Write political science/public administration departments about privatization experts from the institute who are available to talk to their students about the topic. Likewise, contact high school environment/science teachers and professors about the availability of guest lecturers on free market environmentalism." (Kurt Weber, 3)
"Are student newspapers at major universities on your mailing list? Not only is it likely that they will note your press releases, it is possible that you may attract interns from the newspaper staff. Student journalists have valuable writing, editing, and layout skills." (Kurt Weber, 3)
"Contact Students in Free Enterprise, 1959 E. Kerr, Springfield, MO 65803. Tel: 800-235-9585. Get the list of colleges where they have groups. Contact the group in your area. Work with them, send them materials, ask if they would like to do volunteer work for your institute. SIFE members speak to high school students as part of their program, in addition to promoting free enterprise on their campuses. If they are aware of your group, they might help promote it, as well as other national and international free market organizations. Each group must have a professor acting as their sponsor; this is another opportunity to gain a policy analyst, member for your advisory board, or develop an ally in the university." (Kurt Weber, 3)
"Develop a program that 'discovers and develops' the next generation of free marketeers in the universities. Example: send flyers to political science departments announcing $10 to $25 for papers written in favor of privatization. This competition would be targeted at, but not limited to, public administration students. Another potential target group: business students. Note on flyer that students may obtain from your institute a list of organizations such as Cato Institute, Privatization Center at the Reason Foundation, Laissez Faire Books that have material on the topic, both general and specific. Any person who takes the time to write or call is likely to be interested and such a list is a good introduction to market liberal groups. Also, mentioning other free market groups helps build goodwill for your organization." (Kurt Weber, 3)
"Initiate contact with students in Masters of Public Administration programs at universities. Encourage them to contact your organization for thesis topics, sources, etc. Promote the idea that their thesis could serve as a study paper, report, chapter in a book. Note that if their work is good enough and timely, it might be published by your organization, and the student would receive compensation. This is good way to discover new researchers and potential policy analysts. If a student shows considerable interest, link them up with one of your policy analysts to act as his personal researcher." (Kurt Weber, 3)
"Obtain the lists of registered student organizations at colleges and universities in the state; look for groups that might be natural allies, such as The Entrepreneur Association, Students for Individual Liberty, Federalist Society, The Gun Club, etc. Send them material about your institute, inform them about the availability of speakers, and let them know about intern opportunities. Offer to pay for advertisements in the student newspaper or for the printing of flyers if they invite someone from your group to talk on campus." (Kurt Weber, 3)
"Contact Association of Private Enterprise Education. Ask if it is possible to get a list of members from your state, or country, who are free market supporters (members are mostly professors). This list will provide potential policy analysts, board members, etc. Write: Mr. J.R. Clark, President, APEE, University of Tennessee- Martin, 112 Business Administration Building, Martin, TN 38238-5015. Tel: 901-587-7228 Fax: 901-587-7228." (Kurt Weber, 3)
"Contact the Institute for Humane Studies (IHS) for information about its academic scholarships, seminars, and writing competitions for college students. IHS' programs are geared toward students who are interested in limited government, private property rights, individual liberty, and the free market. IHS' address is: 4400 University Drive, George Mason University, Fairfax, Virginia 22030. Telephone: 703/934-6920." (Kurt Weber, 3)
"Inform appropriate university students of the Charles G. Koch Foundation's Summer Fellow Program. The ten-week program places students at free market organizations in Washington, DC. Contact the Foundation for more information, 202/842-4616." (Kurt Weber, 3)
"Organize a journalism competition or essay contest for high school, college, or university students, something akin to the Institute for Humane Studies' Felix Morley Memorial Journalism Competition or Fiction Essay Contest. Cash prizes and/or publication assistance should be offered. Such programs are useful discovery tools for budding allies. They also help create lifelong 'brand identity' for your organization." (Kurt Weber, 3)
"Work with high school debate teams on the annual national debate topic; give them material that addresses the topic from the free market perspective. (Gary Rehmke at The Knowledge Network, Seattle, WA, T: 206/248-0510, organizes a packet of information each year for exactly this purpose). Bring in speakers for a day-long seminar (contact Michigan's Mackinac Center for details about their annual program). Provide participants with and an extensive bibliography of articles on the topic. Additionally, give them each a general 'liberty & limited government' bibliography or a copy of 'A Students Guide to Classical Liberalism', available from the Institute for Humane Studies (Fairfax, VA, 703-934-6920). Also, consider distributing IHS' one-page flyer that lists their scholarships and programs for college students that are interested in, free markets, individual liberty, and limited government). Provide the students with a list of free market organizations--national, regional, and state. Provide them with a catalog from Laissez Faire Books. Include a brochure on your organization so the students know who to contact for free market information." (Kurt Weber, 3)
"Organize a speech competition for high school students (target those who are in debate). Provide the theme related to liberty and the market (a strong quote works good), set a five-minute time limit, and pick a day where the final competition is to be held. Organize a school, district, and regional 'weeding-out' system so that the final competition consists of some 30 students. A substantial cash prize should encourage participation." (Kurt Weber, 3)
"Develop a summer economics seminar for high school economics instructors (contact the Mackinac Center for information about their program). This will help to: identify more educators on 'your side,' which could lead to new writers; provide greater organizational identity among educators; gain favor with the next generation of university-bound students; and, produce interns. Develop a 'public choice' seminar for high school government/civics instructors--for all the reasons already stated." (Kurt Weber, 3)
3. General
"Organize a 'summit' with other free market-oriented organizations, tax-payer watchdog groups, etc., in your state to become familiar with each other's goals, plans, and to see how you can all work together more effectively." (Kurt Weber, 3)
"Contact the taxpayer organizations in the state, obtain their mailing list, and send their members a letter about your organization. Include an article about your group for credibility. Or, see if the taxpayer group(s) would write about you in their next newsletter. See if they would be willing to accept a flyer that describes your institute. Last option: purchase advertising space in the newsletters." (Kurt Weber, 3)
"Use your events to break the ice with new groups. Pacific Research Institute organized a Greening of Hollywood debate, which allowed them to reach screenplay writers, actors, directors, producers, etc." (Sally Pipes, 2) (was this a debate or forum? check with PRI - XX)
"Be sure your institute is included with any and all lists of organizations in your state, region or city. The Portland, Oregon, public library system maintains a computer database of some 6,000 nonprofit organizations and associations. The Local Information Connection (LINC) contains information on groups such as their meeting times, membership information and mission statement (see attachment XX). Similarly, see if your organization's brochure can be included with the local Welcome Wagon packet for newcomers or set out at the Chamber of Commerce office." (Kurt Weber, 3)
"To offset the reputation of 'always against, never for,' create an award for individuals or organizations that volunteer time, energy and other resources in the attempt to solve problems privately. This award can work as a public outreach tool if publicized properly. Institutes should highlight positive behavior to encourage it, not just shine light on irresponsible behavior to discourage it. On the other hand, develop a monthly waste in government award (akin to former Sen. Proxmire's national 'Golden Fleece Award'). Either award can be a source of free publicity and will take little time." (Kurt Weber, 3)
"Get a 1-800 voice-mail number so long distance callers can get information about your institute, make credit card donations, place material orders, obtain quotes on the top five stories of the week, and so forth. The downside of an 1-800 number is your adversaries could run up your phone bills. A 1-900 number could be used if it is deemed feasible and believed that it would pay for itself, if not make money. The 1-900 number's advantage: your adversaries cannot run up your phone bill. The downside: the reputation borne by 1-900 numbers." (Kurt Weber, 3)
"When an policy expert or prominent lecturer speaks on behalf of your organization, tape a 15-20 minute interview with them for later outreach efforts, a premium for contributors, at the least for your library. The interview should be short and professional. No elaborate setting is required. But, the questions should be penetrating and hard. The person interviewed can be given the questions beforehand for review. The idea is to make a conduct an interview that provides a convincing free market, limited government argument for the issue addressed." (Kurt Weber, 3)
"Create a bibliography of like-minded organizations, in your state and across the country, to be included in introductory letters (privatization references are extremely helpful to public employees, legislators and local elected officials). This gives a good picture of the broader movement and helps foster networking." (Kurt Weber, 3)
"Have a representative man a booth at relevant exhibitions, the state fair, and other public venues that guarantee high exposure." (Kurt Weber, 3)
THE NEED FOR MORE INSTITUTES
"It is tempting to feel the battle is won when political leaders promise to reduce the size and cost of government. But experience should make us skeptical: the power to change policy is limited by the prevailing ignorance of what constitutes sound new policy. Even when the elected official knows the necessary course to follow, he is incapable of legislating the required changes until the public understands and demands those changes.
A few institutes in the world, each producing a dozen books a year, can never be expected to counteract the prevailing confusion and the mass of misinformation accumulated over half a century. There is a vast amount of published material to refute, public misconceptions to counteract, past errors to document, and innovative solutions to propose. The more institutes established throughout the world, the more opportunity to tackle diverse problems begging for resolution: welfare, trade union excesses, the problems of developing nations, property rights, taxation's effect on productivity, the money supply, housing, tariffs, and more. The list is endless.
There is a need to rescue 'capitalism,' 'profits,' and 'big business' from their role as pejoratives. There is a need to transform legislators from representatives of special interest groups to statesmen acting in the public interest. This requires a leadership which is cognizant of the general, long-term interest of the public, and a public which demands it. There is a need in many countries (such as Poland and Cuba) for publications offering alternative policies to those who work toward the time when they will be politically acceptable. The work could be done by exiled authors and funded by expatriates.
There is need for a dialogue to replace current indoctrination in the schools. The more institutes, authors and media giving the message, the more convincing the message becomes. Their corroborating evidence will lift the argument for a free market economy from the 'extremist' position to the 'new orthodoxy.' As Nobel Laureate Milton Friedman said in a letter to the Adam Smith Institute of London (October, 1981): 'Stimulating independent thought, and examining alternatives to the present crippling governmental system badly needs doing, and is being done by all too few individuals and institutions, not only in the U.K but here in the U.S. as well.'
A proliferation of local institutes will attract local or regional media which have maximum influence on local and national representatives and policymakers. In addition, local and regional funding is stimulated, as well as personal involvement which would never respond to a national appeal. The more small institutes throughout a country, and more academics are induced to apply their skills to solving the nation's problems.
Although each institute remains absolutely independent, each can assist new institutes by offering published research which can be updated, supplemented, or translated, thereby hastening the product of the new organization. They learn from one another's mistakes and triumphs; competition in this field, too, provides a stimulus." (Atlas "Guidelines")
The following quotation from The Diary of Beatrice Webb, Volume II (published by Virago Press in association with the London School of Economics, and edited by Norman and Jeanne MacKenzie), covering the years 1892 to 1905, provides some insights into the origin of British Fabianism:
"The ball has been set running and is rolling down the hill at a fair pace. It looks as if the bulk of the working men will be collectivists before the end of the century (the 19th century). But reform will not be brought about by shouting. What is needed is hard thinking... So Sidney has been planning to persuade the other trustees (at the Fabian Society) to devote the greater part of the money to encouraging research and economic study. His vision is to found, slowly and quietly, a 'London School of Economics and Political Science' centre not only of lectures on special subjects, but an association of students who would be directed and supported in doing original work."
Three Year Action Plan
Annually Set Budget/Fundraising Goals
Publication Goals: Newsletters, Books, Studies, Articles, Letters-to-the-Editor, etc.
Employee Goals Contingency Plan (in case top people depart)
Questions:
How do we maximize our "off-politics season" time and efforts? This is the ideal time to organize non-political activities, such as seminars for editors/reporters from all media, high school debate workshops, clergy seminars on nonprofit social programs--nuts & bolts ideas, privatization conference for local government officials, meet with editors/business folks/ et. al. for an informal lunch etc.
How do we "influence" politicians in the off season? Privatization conferences for local officials is one way.
On what things should the President focus her attention? Executive Director?
First Year
* Small "regional" dinners to maintain personal contact with above average donors, and to introduce Institute to friends of theirs who might be interested in our mission. Setting: Highly casual dinner for about 20 persons with lecture on a topic of interest.
* Increased media courting, especially the second and third tier newspapers, radio and television stations.
* Concerted effort to contact civic groups about institute speakers.
* Regular internship program operating.
* Four newsletters published and mailed on a regular schedule.
* More aggressive and coordinated fundraising appeals, including a year-end letter.
* Develop ideas to uncover more grassroots supporters and act on those ideas; call this: Operation Grassroots.
* Develop ideas on how to discover more free-market friendly analysts and advisors at universities and in the business community. Act on those ideas.
* Flush out potential allies by targeting political science and public administration professors.
* Identify other state-based free-market groups that Institute can coordinate programs with, trade mailing lists with, or cross pollinate with in terms of publishing appropriate studies, reports, etc.
* Develop contacts in capitol who can be hired on contractual basis to organize events there for Institute.
* Determine if sufficient opportunity exists to do a less-government competition. here. If yes, write grant proposals seeking support; contact key business people, media, and politicians for endorsements.
* Organize two high school national debate seminars (one in capitol, the other here).
* Christmas cards (nice cards for donors, postcards for remainder).
Second Year
* Quarterly newsletter. Consider "mid-quarterly" quick letter to donors about institute activiti es, a hybrid of Ed Crane's supporters' letter and The Acton Institute's bimonthly donor letter.
* Summer legislative aide breakfasts in capitol (if during the political season).
* Kick off less government competition if sufficient resources and support exist.
* Schedule no less than two speaking or media events for each major Institute report/study.
* Organize two public debates (this can be done related to the above).
* Organize three high school national debate seminars (two here, one in the capitol).
* Aggressively market our Speaker's Bureau.
* Co-sponsor two events or studies with other friendly state-based single interest groups.
* Have all Institute speakers go through media practice runs, tape them for critique.
* Develop and sponsor 1/2 or full day seminar for journalists on a single topic (the environment, taxation, economics, etc.)
Third Year
* Publish newsletter on a bimonthly basis. Eliminate the "mid-quarterly" donor letters.
* Summer legislative aide/bureaucrat breakfasts in Salem (if during the political season).
* Sponsor two luncheons with speaker (one should be held in capitol).
* Organize four high school national debate seminars (two here, one in capitol, one elsewhere).
* Day-long seminar for clergy; topic: the nuts and bolts of nonprofit programs to help the needy. Briefly touch on failure--moral and otherwise--of the welfare state.
* Softball team (with uniforms).
* Syndicated Editorial Cartoon to small town newspapers.
Annual Dinner
Summary
The Annual Dinner is a combined celebration, fundraiser and public relations event. It is a major event because it is a chance to showcase The Acton Institute; the success of its programs in disseminating the individual liberty, limited government philosophy and the role of morality in that philosophy; and, the organizational abilities of the Institute, to major contributors and folks who are just getting to know The Acton Institute and its work.
It is smart to realize that these are good guidelines to follow in staging a smooth and successful dinner. However, it is doubly smart to recognize that situations and conditions change, and to rigidly adhere to any of the following "laws" will only cause undue headaches. Further, it is "triply" smart to have things done in advance, leaving comfortable breathing room, than to be rushing around like a crazed weasel a day late.
Maintain an Annual Dinner Master Folder older each year of all mass correspondence sent out concerning the event, attaching to each letter all enclosures. Note on the letter to whom it was sent (the groups, not individual names, except in the case of letters that were sent to a select group, such as those asked to buy tables). In this folder should go a sheet of information detailing the marketing campaign, where ads were purchased, contact person, phone number, size, when they ran, did they offer a discount for nonprofits, where flowers were purchased, who did the artwork for tickets, etc., who printed programs, and so on.
Ten to Twelve Months
Who is the person in charge of organizing the dinner? Who has the final authority on decisions? This can be the same person, or two separate people, but should not be more. Involving more people only causes more confusion.
Book venue, including block of rooms, when Keynote Speaker is confirmed. These two activities, signing a Keynote Speaker and booking a venue, are carried out simultaneously and are, obviously, mutually dependent on each other. A Keynote Speaker without a hall or a hall without a Keynote Speaker does not an event make. Make accommodation arrangements for the Keynote Speaker.
Seek out and commit a Keynote Speaker. What is the honorarium? Reduction for nonprofit organization? What are his/her accommodation requirements? Get tentative agreement to speak and a date. Topic ideas? Length of speech? May we schedule radio or press interviews, television appearances in the local area for the Keynote Speaker? Write confirmation letter.
What is our contingency plan in case the Keynote Speaker cancels?
Eight to Nine Months
Determine the approximate size of the dinner, i.e. number of people. What kind of budget are we working with? What are we charging per seat, per table? Will we offer those who purchase a table our list of complimentary attenders, so that they may select who they would like to sit with? "Green Room" where head table guests gather before dinner? Do you want a cocktail room for mingling before the dinner? Reception room for after dinner cocktails? Will these be cash or open bar? What kind of alcohol do we want? Non-alcoholic beverages? Hors d'oeuvres? Will there be any chairs for elderly and the plain tired? Special decorations? How do we want a head table, special guests seated with the Keynote Speaker? Will the head table be elevated? How many folks do we want at a table, 8, 10? Do we need special lighting? Do we need extra security to prevent gate-crashers? Flowers on the tables? Elsewhere? Open or cash bar? Wine with the meal? Look for suitable location. What kind of deal can we get for our guests who want to stay at their hotel? Does the hotel offer transportation to the hotel? Sign reservation contract.
Eight Months
Develop marketing strategy: Who are we inviting? Who will be our invited guests, those who will receive complimentary tickets? Should we purchase a mailing list or two, or try to obtain a couple for free, and mail dinner information to potentially interested folks? Where will we send press releases-radio, television, print media-national. too? CNN? C-Span? Where will we purchase advertising space?
Six Months
Warning shot over the bow: place brief announcement in R & L Notes letting folks know that planning for the Annual Dinner is underway, tentative date, Keynote Speaker, location.
Are we putting an Annual Report at each place setting at the dinner? If yes, do we have enough? If no, get them printed.
Four Months
Send out letters to the financial heavy-hitters, inviting them to become an Annual Dinner "Vice-Chairman" (at the 1992 Buckley dinner this meant they paid $1,500 for a table of 10) or "Dinner Committee" member (table of 10 at regular price, $750). Phone calls from top Acton staff members follow up the letters to the financial heavy-hitters. Those who purchase tables may give their tickets to others, or they may sell the seats to recoup their costs.
Three Months
Organize the program format: How will head table guests be seated, all at the same time? If yes, someone needs to be with them in the Green Room and organize the order, etc. Will these people be introduced at any time during the dinner? By whom? Who will prepare the (brief) remarks for each guest? When will special awards be given, special recognition given, to attender(s), if any? Will there be music offered at any point during the program, an ensemble/pianist during dinner? First reception; someone to announce that dinner will be served; event introduction, sequence of events, invocation; dinner; dessert; introduction to guest of honor who will introduce the Keynote Speaker; introduction of Keynote Speaker; Keynote Speaker gives speech; closing remarks plus announcement of after dinner reception (unless this is a private affair); benediction. Will there be photo opportunities for bigwigs with Keynote Speaker?
Select the menu. If at all possible, try the food before committing to a specific meal.
Obtain photo, biography and vitae from Keynote Speaker.
Select the Guest of Honor to introduce the Keynote Speaker. (Do we need to make accommodation arrangements?)
Select the person who will deliver the Invocation and Benediction. (Do we need to make accommodation arrangements?)
Contract an artist to design the poster, tickets, advertisements, invitations, program, and so on. A consistent design is best through all materials, thus developing a visual event identity.
Hire a photographer for the event. Good idea to interview the photographer beforehand and review his portfolio to see if he can do the job according to your taste and standards. (At the dinner, someone knowledgeable about The Acton Institute and its contributors should accompany the photographer and point out who should have their photo taken. This is extremely important in terms of massaging self-esteem, especially those "esteems" that contribute greatly, in terms of time money or contacts, to the Institute.)
Send out "early bird" memo about the dinner and/or include notice in R & L Notes and/or Religion & Liberty, if nothing was done previously.
Two Months
Print Tickets.
Will the Keynote Speaker need any special audio/visual equipment (VCR, film or slide projector, cassette deck).
Do we want to videotape the event? Just the speech, or the whole thing? Record the speech for the library?
Contact media for interviews (if consent given).
Will Acton have a display table for its publications? Will the publications be offered for sale, or will there just be a display? Order those publications we want at the dinner.
Select head table guests.
Order special awards if they will be given.
Develop a list of ten reliable volunteers, or more, that can help out before, at, and after the dinner. Each volunteer should have a well-defined task, or tasks, to perform: transporting VIPs from the airport to the hotel, running the registration table, security patrol, acting as "handlers" for Robert and Keynote Speaker (making sure they follow the schedule and are where they need to be when they need to be there), two assistants for the Event Coordinator at the dinner, etc. Ideally these things will be done by volunteers; however, these responsibilities can, obviously, be done by paid, contracted workers. Whether paid or volunteer, make sure the people selected are savvy and are able to represent the Acton Institute responsibly at the dinner. It is highly recommended that the list contain at least five extra names in case of extra work, sickness, unreliability, attrition, natural disasters, etc.
Are the Annual Reports printed/ready for the dinner (if it was decided to do this).
Six to Eight Weeks
Mail invitations with RSVP. Include note about discounts, if any, for dinner attenders. Make sure the date, time, location, dress code and other pertinent information is included. Do we need to enclose a map? Does the hotel offer transportation back to the hotel?
Do we need to make hotel accommodation arrangements for anyone else?
Can we place information about the dinner on computer bulletin boards?
Five Weeks
Purchase advertisement in the Grand Rapids Press.
Four to Six Weeks
Order flowers if necessary. Will there be a special arrangement for the head table? Who will be able to take them after the dinner (whoever at the table traveled the farthest; this can add a little bit of festivity to an otherwise somber affair)?
Contract out for extra security (to prevent gate-crashers) if we do not have volunteers.
Put together press kits, material to cover Acton and the Keynote Speaker, including his/her speech.
One Month
Get arrival and departure schedules of VIPs. Let them know we will pick them up and take them to the hotel. Will we take them back to the airport as well?
Do we have all the publications we want to set out for sale/display? If not order them/get them copied. Will we have "request more information" cards on the display table?
Begin printing out "name tents" for tables.
Begin work on the text of the printed program so it is ready to go when all details are final. DO NOT print the program until ten (10) days before the dinner to accommodate changes, including additions to the "Chairman" and "Dinner Committee" lists.
Three Weeks
Place second advertisement in The Grand Rapids Press.
Two Weeks
Send Keynote Speaker a tentative itinerary for approval. Will he/she be giving a prepared speech? If yes, can we get a copy? Are there any special audio/visual needs?
Start making the dinner seating arrangement (suggestion: use the dry marker charts or write using pencil for many changes will be made before it is final). Do not be fooled by the sound of this project; it will require much more time than you realize.
Call printer to see if they will be able to print up the program in time for the dinner.
Rent car for picking up the VIPs.
Ten Days
Send final program to printer. Double-check for spelling errors, especially names of "Chairman," "Dinner Committee" members, and other guests. Is everyone on the program that should be?
Write up the arrival (and departure if they are being escorted back to the airport by Acton) schedule for VIPs. This list is needed by the volunteer who will act as VIP chauffeur.
One Week
Mentally walk through the event, from registration to reception to dinner to closing remarks and post-reception. The Event Coordinator should have two assistants by this point who will serve as his/her right- and left-hand at the dinner.
Write up schedules/to do lists for those who need them.
Organize the seating arrangement, working around the table purchasers' guest requests when possible, if this is being done. Requests should be dated as they come in. Then, "orders" filled on first-come, first serve basis.
Assign jobs--be specific--to staff and volunteers: Taking tickets, registration desk, setting out "name tents" on tables, security, VIP chauffeur(s), Event Coordinator Assistants, "manhandlers" for Robert and Keynote Speaker, Person who will assist the photographer, etc. Consider briefing the volunteers about the Acton Institute and its mission so if anyone asks they will have at least a rudimentary response.
Contact the flower people. Is everything all set to go?
Three Days Before
Has the dinner program been picked up/delivered from the printer?
Confirm the dinner count.
Contact the photographer. Any problems?
Have there been last minute "Chairman" or "Dinner Committee" additions that did not make the program? If so, include these in the notes of the emcee so he/she can acknowledge these companies/individuals at the dinner (unless, of course, they prefer to remain anonymous). Anyone who donates money or makes in-kind contributions (donates printing facilities, wine, etc.) should be recognized.
Should Event Coordinator have beeper in order to be tracked in the crowd?
Head table seating order.
Day Before
Have all of the "name tents" for the tables been printed?
Do staff members, volunteers and paid help have a schedule of the event? Is the Event Coordinator's beeper number listed on staff members' sheets? Does the person introducing the guests at the head table have his comment sheet?
Are there any special announcements to be made, at start of dinner, during closing remarks?
Pack up table, stapler, markers, tape, press kits, podium emblem, banner, receiptbook, cash box with good amount of change.
Run through every person's responsibilities at the dinner.
Day of Dinner
Event Coordinator is to arrive several hours in advance to run through last minute check-of everything. Is room organized to taste? Have there been any last, last minute additions for the dinner? Table places for them? Does Event Coordinator have the beeper? Folder that contains extra schedules, table seating list, emcee's comment sheet for head table guest introductions? Checks or cash to tip the appropriate people who have helped make the event a success?
Set up the "table tents" for seating order.
All materials to be set out on display table/sold are to be taken to event site and organized 4 hours in advance of initial reception. Attach the podium emblem; hang up the Acton banner.
Set up registration table and list of RSVP's.
Give dinner program to hotel staff (waiters and waitresses) to be put at each place setting. The Annual Report, too, if decided to do it.
Annual Dinner-Checklist
For each activity completed, place a check in the box followed by the date it was done. If an activity was not done, or was not done in the time frame listed, please write the reason(s) underneath the given task or on the back of this sheet. Some activities will not be done each year; some will not be done according to this schedule for a host of factors, including a change in deadlines; and, some will not be completed "on schedule" due to factors beyond our control. These explanations, too, should be recorded for future decision-making; if we recognize a pattern of unreliability by a given printing company, for example, next year we can select a different firm.
Refer to the "Annual Dinner-To Do List" for more information about the event.
Make additions and corrections to this list and the "To Do " list while planning the Annual Dinner and after it.
Ten to Twelve Months Before The Dinner
* Determine who is the person in charge of organizing the dinner. Also who has the final authority
on decisions.
Determine what materials, if any, will be sold at the event. Do you have the materials to be sold at
the event from the speaker?
* Book venue, including block of rooms, when Keynote Speaker is confirmed.
* Make accommodation arrangements for the Keynote Speaker.
* Seek out and commit a Keynote Speaker.
* Write confirmation letter.
* Develop a contingency plan in case the Keynote Speaker cancels.
Eight to Nine Months
* Draw up a preliminary budget.
* Determine the approximate size of the dinner, i.e. number of people.
* Write up our needs for the dinner (see "Annual Dinner-To Do List" for some of the questions that have to be answered).
* Look for suitable location.
* Sign reservation contract.
Eight Months
* Develop marketing strategy.
FREE MARKET RESOURCE LIST
Compiled by Cascade Policy Institute
Cascade Policy Institute is Oregon's free-market think tank. Institute is nonprofit and nonpartisan; it does not actively engage in lobbying for or against specific legislation. Part of its mission is the dissemination of voluntary, market-oriented solutions to Oregon's public policy questions to the general public, legislators and the media. To help fulfill its mission, Institute serves as a networking agent for other like-minded organizations. Thus, Institute has put together this partial list of free-market institutes.
The organizations listed all support individual liberty, property rights, free-markets and limited government; they are "free-market" organizations. Most of the organizations listed concentrate on economic issues. Those groups that do take positions on social issues, however, sometimes find themselves at odds with what is considered the "conservative" perspective.
The common link between these groups is an interest in how individual liberty, private property rights, a free-market economy and limited government can best create opportunity and prosperity in these United States.
Acton Institute for the Study of Religion & Liberty 161 Ottawa NW, Ste. 405K, Grand Rapids,
MI 49503 Voice: 616/454-3080 Fax: 616/454-9454
Acton is a non-denominational, educational institute whose focus is the relationship between
individual liberty, property rights, a free market economy and a moral and just society.
Cascade Policy Institute 813 S.W. Alder, Suite 707, Portland, OR 97205
Voice: 503/242-0900 Fax: 503-242-3822
Institute focuses on state issues. Its four main areas are: Education Reform, the Environment,
Health Care, Taxation and Regulation.
Cato Institute, 1000 Massachusetts Ave., N.W., Washington, DC 20001-5403
Voice: 202/842-0200 Fax: 202/842-3490
Cato's focus is the federal government. It is a proponent of privatizing the U.S. Post Office and
Social Security, decriminalizing controlled substances, ending foreign aid and farm subsidies, and
introducing more competition to the educational system.
Competitive Enterprise Institute, 1001 Connecticut Ave., NW, Suite 1250, Washington, DC
20036, Voice: 202/331-1010 Fax: 202/331-0640
CEI does research on matters relating to free trade, the environment, science (biotechnology, etc.)
and business and economic regulation.
Foundation for Research on Economics and the Environment, 4900 25th NE #201, Seattle, WA
98105, Voice: 206/548-1776 Fax: 206/525-7264
FREE is devoted to developing and promoting market-oriented solutions to environmental
problems.
National Center for Policy Analysis, 12655 N. Central Expressway, Suite 720, Dallas, TX 75243,
Voice: 214/386-6272
NCPA focuses on national issues. Though its research is wide-ranging, it currently is
concentrating on market-oriented national health care reforms.
Oregonians in Action PO Box 230637 (8255 SW Hunziker Rd, Suite 200), Tigard, OR
97281
Voice: 503/620-0258 Fax: 503/639-6891
OIA works to reform land use regulations through legislative and rule changes, litigation,
research, increasing public awareness, and involvement in electing candidates.
Oregon Tax Research 6950 SW Hampton St., Suite 201, Portland, OR 97223
Voice: 503/624-6055. OTR researches Oregon tax and budget issues.
Pacific Research Institute 177 Post St., Suite 500, San Francisco, CA 94108
Voice: 415/989-0833. PRI is one of California's leading free-market organizations.
Political Economy Research Center, 502 South l9th Ave., Suite 211, Bozeman, MT 59715 Voice:
406/587-9591 Fax: 406/586-7555
PERC is devoted to developing and promoting market-oriented solutions to environmental
problems.
Privatization Center, 3415 S. Sepulveda Blvd., Suite. 400, Los Angeles, CA 90034
Voice: 310/391-2245 Fax: 310/391-4395 Privatization Center Hotline: 310/391-6525
The Privatization Center is a division of the Reason Foundation, which publishes the monthly
"Reason" magazine. The Privatization Center is recognized as one of the nation's
leading expert organizations for researching, promoting and consulting on the privatization of
government assets and services.
Thoreau Institute,360 Prospect Street, New Haven, CT 06511.
Tel: 203/432-5983
- CANADA -
Fraser Institute 626 Bute St., Vancouver, BC Canada V6E 3Ml, Voice: 604/688-0221
Fraser is Canada's leading free-market public policy organization. Its research covers a diverse
array of issues including education and the environment. A current major project is the North
American Free Trade Agreement (NAFTA).
EXAMPLE OF OBJECTIVES THAT CAN BE QUANTIFIED
IV. MEDIA RELATIONS OBJECTIVES
* Increase awareness of the Medical Savings Accounts (MSAs) as the alternative to the health care crisis in the targeted home cities of twelve members of key Senate and House committees through media relations and advertising.
* Achieve 100 percent awareness level for MSAs among 75 percent of all news directors and appropriate editorial staffs of:
- trade publications
- major print publications
- community print publications
- selected targeted trade publications
- city publications
- city electronic media
* Achieve a 30 percent level of coverage about the MSAs as the alternative to the health care crisis among 75 percent of all above listed editorial staffs
* Achieve a 55 percent level of knowledge with our target audience about MSAs as the alternative to the health care crisis for the general public, in the home cities of key Senate and House members.
CALL FOR INTERNS!
Free-market think tank seeks student interns
Institute POLICY INSTITUTE, Oregon's non-profit, free-market think tank, seeks ambitious students who would like to sharpen their writing, debating, researching, media and event- organizing skills. An Institute internship, in addition to helping strengthen these skills, offers a unique opportunity to explore voluntary, market-oriented solutions to Oregon's tough public policy questions.
If you have a strong interest in political science, public policy, economics, business, history, English, journalism or communications, we encourage you to apply for an Institute internship today.
The ideal intern has above-average writing and/or editing skills and a basic understanding of current events; knowledge of contemporary Oregon history is helpful. A valued quality is an appreciation for--and understanding of--the free market, individual liberty, property rights, and limited government. Intern responsibilities include: light administrative tasks, public policy research, event planning, and assistance in writing and editing for Institute publications, including our weekly radio commentaries.
Internship hours are flexible; they can be tailored to fit your school, athletic and work schedule. There is no pay for the internship position; however, Institute will, to the best of its ability, work with those students who wish to receive academic credit for their internship.
To apply for an internship, or receive more information about Institute POLICY INSTITUTE, please contact Ms. Tracie Sharp, Executive Director, at 242-0900, or stop by our offices in downtown Portland.
CALL FOR INTERNS!
Public policy institute seeks student interns
Are you planning to get a college degree?
Would you like to have an academic edge over your classmates?
Are you interested in current events, politics, economics and the world of ideas?
Would you like to learn about Washington, DC, internships for college students?
If you have a strong interest in political science, public policy, economics, business, history, English, journalism or communications, we encourage you to apply for an Institute POLICY INSTITUTE internship today.
Institute, Oregon's non-profit, free-market think tank, seeks ambitious students who would like to sharpen their writing, debating, researching, media and event-organizing skills. An Institute internship, in addition to helping strengthen these skills, offers a unique opportunity to explore voluntary, market-oriented solutions to Oregon's tough public policy questions.
Intern responsibilities include: light administrative tasks, special event planning, and assistance in writing and editing for Institute publications, including our weekly radio commentaries. Internship hours are flexible; they can be tailored to fit your school, athletic and work schedule. There is no pay for the internship position; however, Institute will, to the best of its ability, work with those students who wish to receive academic credit for their internship.
To apply for an internship, or receive more information about Institute POLICY INSTITUTE, please contact Ms. Tracie Sharp, Executive Director, at 242-0900, or stop by our offices in downtown Portland.
School Choice/Education Reform Bibliography
Compiled by Cascade Policy Institute, 813 S.W. Alder, Suite 707, Portland, OR 97205
T: 503/242-0900 F: 503/242-3822
Barrett, Todd, "Be Careful What You Ask For: In Omaha's schools you get what you choose," Newsweek (Feb. 15, 1993), p. 43
Baer, Steven, "We Can Rescue Our Children: The Cure for Chicago's Public School Crisis," Green Hill Publishers, Ottawa, IL, 1988. (Also available from the Heartland Institute, Chicago, IL.)
Beales, Janet, "Satellite Schools: The Private Provision of School Infrastructure," Reason Foundation, Los Angeles, CA, Jan. 1993.
Billingsley, K.L., ed., "Voices on Choices: The Education Reform Debate," Pacific Institute for Public Policy Research, San Francisco, 1994.
Boaz, David, "Five Myths About School Choice," Education Week, January 27, 1993.
Boaz, David, ed., "Liberating Schools: Education in the Inner City,"* Cato Institute, Washington, DC, 1991.
Bolick, Clint, "Civil Liberties and the Milwaukee Parental Choice Program," Educational Considerations, Vol. 19, No. 1, Fall 1991, pp. 42-43.
Chubb, John E., and Moe, Terry E., "Politics, Markets & American Schools,"* Brookings Institution, Washington, DC, 1990.
Douglas, Jack D., "Only Freedom of Education Can Solve America's Bureaucratic Crisis of Education," Policy Analysis, Cato Institute, Washington, DC, June 17, 1991.
Du Pont, Pete, "Education in America: The Opportunity to Choose," in An American Vision,* eds. David Boaz and Ed Crane, Cato Institute, Washington, DC, 1989.
Everhart, Robert B., "The Public School Monopoly," Pacific Institute for Public Policy Research, San Francisco, 1981.
Freeman, The, February 1993, Vol. 43, #2. Entire publication is devoted to education issues.
Friedman, Milton, "Capitalism and Freedom,"* University of Chicago Press, Chicago, 1982. See Chapter VI, "The Role of Government in Education", pp. 85-107.
Fund, John, "Champion of Choice: Shaking Up Milwaukee's Schools," Reason magazine, October 1990, pp. 38-40.
Editorial: "To escape the rising tide of mediocrity, 'school choice' is our lifeboat," The Business Journal (Oregon), July, 12, 1993, p. 11.
Gahr, Evan, "Vouching for Choice," Insight magazine, November 2, 1993.
Gatto, John Taylor, "Dumbing Us Down: The Hidden Curriculum of Compulsory Schooling,"* New Society Publishers, Philadelphia, PA, 1992.
Hutchison, Harry, and Reed, Larry, "Educational Choice for Michigan," The Mackinac Center, Midland, MI.
Lezar, Tex, "School Choice Actually Saves Public Money," The Dallas Morning News, Feb. 15, 1993, p. 23A.
Lieberman, Myron, "Privatization and Choice,"* St. Martin's Press, NY, 1989.
"Public Education: An Autopsy,"* Harvard University Press, Cambridge, MA, 1993.
McClaughry, John, "Who Says Vouchers Wouldn't Work?" in Reason magazine, Jan. 1984, Vol. 15, No. 9, pp. 24-32.
Meinhard, Richard, "Schools of the Marketplace: A New Generation of American Schools," Cascade Policy Institute, Portland, OR, 1992.
Perelman, Lewis J., "The Learning Revolution in Market Liberalism: A Paradigm for the 21st Century,"* eds. David Boaz and Edward H. Crane, Cato Institute, Washington, DC, 1993, pp. 159-174.
Wilson, Steven F., "Reinventing the Schools: A Radical Plan for Boston," Pioneer Institute for Public Policy, Boston, MA, 1992.
Books listed above are available from their related organizations, whose telephone numbers are provided below. Starred (*) books are also available from Laissez Faire Books.
Cascade Policy Institute, Portland, OR: 503/242-0900
Cato Institute, Washington, DC: 202/842-0200
FEE (The Freeman), Irvington-on-Hudson, NY: 914/591-7230
Heartland Institute, Chicago, IL: 312/427-3060
Laissez Faire Books, San Francisco, CA: 800-326-0996
Mackinac Center, Midland, MI: 517/631-0900
Pacific Research Institute, San Francisco, CA: 415/989-0833
Pioneer Institute, Boston, MA: 617/261-9755
Reason Foundation (Reason magazine), Los Angeles, CA: 310/391-2245
Organizations involved in the school reform/educational choice movement:
Institute for Justice, Washington, DC: 202/457-4240
RESOURCES FOR FREE MARKET ENVIRONMENTALISM
Compiled by Cascade Policy Institute
ORGANIZATIONS - OREGON
Cascade Holistic Economic Consultants, 3758 SE Milwaukie, Portland, OR 97202
Voice: 503/234-4349 Fax: 503/234-4371
Cascade Policy Institute, 813 S.W. Alder, Suite 707, Portland, OR 97205
Voice: 503/242-0900 Fax: 503-242-3822
ORGANIZATIONS - U.S.
Acton Institute for the Study of Religion & Liberty, 161 Ottawa NW, Ste. 405K, Grand Rapids, MI 49503, Voice: 616/454-308 Fax: 616/454-9454
Cato Institute, 1000 Massachusetts Ave. NW, Washington, DC 20001-5403
Voice: 202/842-0200 Fax: 202/842-3490
Competitive Enterprise Institute, 1001 Connecticut Ave., NW, Suite 1250, Washington, DC 20036, Voice: 202/331-1010 Fax: 202/331-0640
Foundation for Economic Education (FEE), 30 S. Broadway, Irvington-on-Hudson, NY 10533, Voice: 914-591-7230 Fax: 914/591-8910
Foundation for Research on Economics and the Environment, 4900 25th NE #201, Seattle, WA 98105, Voice: 206/548-1776 Fax: 206/525-7264
National Center for Policy Analysis, 12655 N. Central Expressway, Suite 720, Dallas, TX 75243, Voice: 214/386-6272 Fax: 214/386-0924
National Wilderness Institute, 25766 Georgetown Station, Washington, DC 20007 Voice: 703/836-7404 Fax: 703/549-6889
Pacific Research Institute, 177 Post St., Suite 500, San Francisco, CA 94108 Voice: 415/989-0833 Fax: 415/989-2411
Political Economy Research Center, 502 South l9th Ave., Ste. 211, Bozeman, MT 59715
Voice: 406/587-9591 Fax: 406/586-7555
ORGANIZATIONS - CANADA
Fraser Institute, 626 Bute St., 2nd Floor, Vancouver, BC V6E 3M1
Voice: 604/688-0221 Fax: 604/688-8539
MAGAZINES/JOURNALS
* Cato Journal (available from the Cato Institute, see above)
* The Freeman (available from FEE, see above)
* Liberty, P.O. Box 1167, Port Townsend, WA 98368, Voice: 206/385-5097
* Reason 3415 S. Sepulveda Blvd., Suite 400, Los Angeles, CA 90034
Voice: 213/391-2245; Fax: 213/391-4395
RELATED BOOKS & ARTICLES
"Apocalypse Not," Ben Bolch and Harold Lyons, Cato Institute (1993).
"Critical Review," Spring-Summer 1992 (Vol. 6 No.s 2-3). Entire vol. is devoted to free market environment.
"Ecology as Religion: Faith in Place of Fact," Doug Bandow, Competitive Enterprise Institute (1993), Washington, D.C.
"Economics and the Environment: A Reconciliation," ed. by Walter E. Block, Fraser Institute (Vancouver, Canada; 1990).
"Ecoscam," Ronald Bailey.
"Engines of Creation," K. Eric Drexler, Doubleday (1986/87), specifically pp. 157-167.
"Forestlands: Public and Private," Robert T. Deacon and Bruce M. Johnson, Pacific Institute for Policy Research (San Francisco, 1985)
"Free Market Environmentalism," Terry Anderson and Donald Leal, Pacific Research Institute (1991).
"A Free-Market Environmental Vision," Fred L. Smith, Jr., and Kent Jeffreys, in Market Liberalism, ed. by David Boaz and Edward H. Crane, Cato Institute (1993).
"The Growing Abundance of Natural Resources," Jerry Taylor, in Market Liberalism, ed. by David Boaz and Edward H. Crane, Cato Institute (1993).
"The Heated Debate," Robert C. Balling, Jr., Pacific Research Institute (1992).
"Locking Up the Range: Federal Land Controls and Grazing," Gary Libecap, Pacific Institute for Policy Research (San Francisco, 1983).
"Sound and Fury: The Science and Politics of Global Warming," Patrick Michaels.
"Toxicity of Environmentalism," George Reisman, The Freeman (Sept.1992, v. 42, no. 9), pp. 336-50.
"Trashing the Planet: How Science Can Help Us Deal with Acid Rain, Depletion of the Ozone, and Nuclear Waste (Among Other Things)," Dixy Lee Ray, Harper Perennial (1990).
"The Ultimate Resource," Julian L. Simon, Princeton University Press (1981).
"Visions Upon the Land: Man and Nature on the Western Range," Karl Hess, Jr., Island Press (1992).
"Water Crisis: Ending the Policy Drought," Terry L. Anderson, Cato Institute and John Hopkins University Press (1983).
"Water Rights: Scarce Resource Allocation, Bureaucracy, and the Environment," ed. by Terry L. Anderson, Pacific Institute for Public Policy Research (San Francisco, 1983).
"The Yellow Stone Primer: Land and Resource Management in the Greater Yellowstone Ecosystem," ed. by John A. Baden and Donald Leal, Pacific Research Institute (1990).
MOST BOOKS CAN BE ORDERED FROM THESE COMPANIES:
Free Forum Books, 1800 Market St., San Francisco, CA 94102, Voice: 415-864-0952
Laissez Faire Books, 942 Howard St., San Francisco, CA 94103, Voice: 415/541-9780 or 800/326-0996; Fax: 415/541-0597
PARTICIPANTS QUOTED AND THEIR CURRENT AFFILIATION
Professor Digby Anderson
Director
Social Affairs Unit
London, England
Dr. Charles Baird
Senior Economist
Pacific Institute for Public Policy Research
San Francisco, California
Sr. Ricardo Ball
Caracas, Venezuela
Dr. Walter Block
Director
The Centre for the Study of Economic and Religion
A Division of the Fraser Institute
Vancouver, British Columbia
Canada
Mr. T. Patrick Boyle
Vice Chairman
The Fraser Institute
Vancouver, Canada
Mr. Charles Brunie
Chairman
Oppenheimer Capital Corporation
New York, New York
Professor John Burton
Department of Industrial Economic and Business Studies
University of Birmingham and Institute of Economic Affairs
Birmingham and London, England
Dr. Eamonn Butler
Director
Adam Smith Institute
London, England
Mr. Daniel Doron
Director Israel Center for Social and Economic Research
New York, New York
Mr. Edwin Feulner
President
Heritage Foundation
Washington, D.C.
Mr. Antony G.A. Fisher
President
Atlas Economic Research Foundation
San Francisco, California
Sr. Arturo Fontaine
Santiago, Chile
Mr. Arthur Seldon
Consultant
The Institute for Economic Affairs
London, England
Dr. Michael Walker
Director
The Fraser Institute
Vancouver, Canada
Mr. Martin Wassell
Editorial Manager
The Institute of Economic Affairs
London, England
Kurt T. Weber
Program Director
Cascade Policy Institute
Portland, Oregon
Dr. Marie Wilson
Director
The Economic Education Resource Centre
A Division of Fraser Institute
Vancouver, Canada
Sr. Ricardo Zuloaga
Caracas, Venezuela
LIST OF FREE MARKET INSTITUTES, ADDRESSES, DIRECTORS, ETC. that are listed on the page above. Additionally, add the following (they were mentioned in the body of Guidelines.
include IHS, Mackinac Center, Institute, Knowledge Network, Laissez Faire Books CALENDAR OF QUOTES
Names cited after each paraphrased quote are followed by a number. That number relates to
when the quote was made. The key to those numbers is provided below.
Atlas anticipates updating this manual periodically, thus it was decided that it may be useful for
readers to put the manual's advice and suggestions into historical perspective.
1. Atlas Economic Research Foundation Workshop, September 2-3, 1983, Vancouver, Canada.
2. Atlas Economic Research Foundation Workshop, ??????????? 1993,
3. Atlas Guidelines Update, Special Project, edited by Kurt T. Weber, November 1993.
Atlas Economic Research Foundation / atlas@atlas-fdn.org