Category Archives: Lobbying

Were you up for Portillo (on lobbying)?

Last week, on the BBC’s This Week programme, former MP and memorable victim of the electorate’s wrath, Michael Portillo, spoke about the recent so-called lobbying scandal.

Since seeing it live – it’s on at about 11.30pm, putting off most viewers – I’ve watched it on BBC iPlayer many times. In about 90 seconds, he beautifully sums up the churlishness of portraying the recent stings on politicians as a scandal about lobbyists, even though none were involved. This is a point being made by many decent, integrity-driven public affairs practitioners, and one which is roundly ignored by the media.  [If anyone reading can tell me when the last lobbying scandal worthy of national media hysteria that actually did involve lobbyists was, please do let me know.]

But Portillo goes a step further even than that, expounding the crucial role that lobbying plays in politics. He goes so far to say that without lobbying, politics would not function. You can watch it here, 25 minutes into the show:

Or, if you can’t be bothered to click on it, or are simply unwilling to catch a glimpse of Andrew Neil in the presenter’s chair, here’s a transcript of what Portillo said:

“It’s perfectly clear that the things of which these people are accused would be offences. They would be against the rules and they would certainly lead to their expulsion from their parties and possibly suspension from Parliament, and so on. So it’s perfectly clear that the rules are already in place.

Secondly, it’s pretty clear that these people were all caught by a sting; in other words, there wasn’t a real lobbyist involved at all… So actually, creating a register has nothing to do with what’s just happened… If you create the register, you simply allow people to find our more easily, the people that are genuine lobbyists and those that are journalists.

But let me make a fundamental point: all politics rests upon lobbying. The principle rooms in Parliament are called lobbies. And the reason they exist is to allow the public to come into Parliament and visit their Members of Parliament, and they meet them in a place called a lobby, which is the origin of the term, and the interchange between the people who have interests, which need to be considered or even protected by Parliament and the people in Parliament, is fundamental to the democratic process. And since time immemorial, to smooth the interface between the public and the different vest interests, and the Members of Parliament, there have been people who undertake lobbying, and lobbying can be a very respectful thing, and without lobbying, politics wouldn’t function.”


Do me a favour, don’t do me a favour

Just days before the latest lobbying scandal that didn’t involve lobbyists broke, the Financial Times, expressed concern about the so-called revolving door through which civil servants and ministers pass to join companies as lobbyists. The drift of it’s columnist, John Gapper, was that we should be worried that decisions could thus, be made on the basis of favours.

We should certainly concern ourselves with how government decisions are made, but as I argued in a letter to the FT earlier this week; if you want to influence government effectively, there is no substitute for having a credible, well-argued and factually-based proposal.

In case you missed it, here is the text of my letter:

Sir, I dont doubt that former civil servants, ex-ministers, or even the occasional former prime minister can help businesses to influence government policy (We should worry about the revolving door for jobs, Comment, May 30). However, regardless of the status of such advisers, government policy is not decided on the basis of special favours. If government policy or procurement decisions cannot be justified on policy or financial grounds, or for meeting stated political objectives, then the dispensers of these favours would very quickly be found out.

John Gappers lobbyist informant is perfectly correct; large businesses do not need favours, as they will be listened to anyway. I was a special adviser for seven years, and I would never have risked my position by giving out favours to anyone.

Any business, large or small, that wants to influence government decisions will find that there is no substitute for having a credible, well-argued and factually-based proposal. There is no mystery or black arts involved. Advisers add value by helping businesses to articulate their case clearly and effectively. If they do that, then there is no need for favours.

In other words: “Do me a favour; don’t do me a favour”.