FOIs, SARs, and Petitions
Navigating the Channels of Influence
Change is often a process that begins from within. Whether we disagree with policies, systems, or approaches, the most effective way to bring about meaningful change is to understand how these mechanisms work. Only when we fully grasp the intricate workings of an organisation or system can we use that knowledge to foster positive shifts.
The fable of The Sun and the Wind is a perfect analogy for this. It shows that gentle, persistent strength is often more powerful than force. In the tale, the wind’s aggressive gusts fail to compel a man to remove his coat, while the sun’s steady warmth achieves the goal effortlessly.
When it comes to politics and governance, the need for this measured, strategic approach is especially true. Politicians and civil servants operate under their own set of rules, many of which are designed to keep them at a distance from external pressure. Stomping around making demands, threats, or forcing issues through may seem like an option, but it can backfire dramatically. These players have mastered the art of manipulation—within legal boundaries—and they know how to turn overzealous demands into weaknesses.
Negotiation Over Aggression
It’s tempting to approach the government with a list of demands, expecting immediate action. However, change is rarely that simple. Politicians and civil servants follow a strict process, often filled with complexities that are not immediately visible to the public. The rules governing these processes can be adapted or interpreted to suit a specific narrative, but rarely will they be broken. This means that those seeking to influence change must learn to navigate these pathways, finding opportunities for influence without crossing lines that can cause reputational or legal harm.
Negotiation, patience, and a deep understanding of how decisions are made often prove more successful than aggressive tactics. The key to making progress is not to battle the system head-on but to work within it, becoming familiar with the rules and using them strategically.
The Pitfalls of Poorly Structured Requests
One common pitfall when trying to engage with the system is the use of Freedom of Information (FOI), Subject Access Requests (SARs) or Petitions. While these tools are valuable in theory, they can easily become a double-edged sword. Poorly structured or repetitive requests create unnecessary bureaucracy and slow progress. They might provide access to information, but the cost—in terms of time and resources—can outweigh the benefit. Often, poorly executed FOIs, SARs and petitions hinder rather than help, especially when the focus becomes lost in procedural details rather than the core issues at hand.
Similarly, the government petition portal, another democratic tool, faces its own challenges. Thousands of petitions are submitted annually, but many are dismissed due to duplication, lack of factual substance, or failure to align with the Committee’s expectations. Without clear, well-reasoned arguments, the petition process becomes another bureaucratic hurdle rather than a meaningful avenue for change.
Understanding the Power of Collective Influence
The Cannabis Trades Association (CTA) operates within this framework in a unique way. Unlike individual businesses or entities, the CTA represents the interests of an entire industry, allowing us to have a collective voice that resonates more strongly with decision-makers. Because we work for the benefit of a broad sector rather than a singular company, our access to the government is greater, and we can effectively communicate the needs of the industry in a way that has the potential for real impact.
When it comes to bringing about change, access matters. Knowing the right people and understanding the correct channels is crucial. But more than that, having a strategic approach that avoids aggression and focuses on negotiation and informed discussion can lead to far better outcomes.
In essence, real change comes from understanding how the system works from the inside and using that knowledge to gently guide it in the right direction. Only then can we hope to create lasting change.
Published - 1st December 2024
