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Persuading Decision-Makers

How-to Strategies

General Practices

  • Show decision-makers how the initiative is better than what it replaces, or how conditions improve, and who benefits.
  • Explain how the initiative meets the needs and interests of the target audience.
  • Describe the proposal clearly and concisely.
  • Recommend testing the initiative first, like a pilot or demo site.
  • Make sure results are easy to observe and measure.

Principles of Persuasion

  • Make a strong opening. Start by capturing attention and shaping opinions while the audience is fully engaged.
  • Get to the point. State your main ideas briefly, then sum things up. Respect your audience’s time—they’ll appreciate it.
    • See Area of Practice: Communication for tips on clarifying audience, initiative, time, and place.
  • Know your facts. Use existing data and proven research
    • See Area of Practice: Evaluation for more details on program evaluation.
    • Share the AIMPA benefits of physical activity.
    • Include statistics on persons with disabilities from Statistics Canada.
    • Share how persons with disabilities contribute to the economy using the Government of Alberta 2022 report.
    • Collect feedback from persons with disabilities, caregivers, and community members using surveys, letters, calls, and emails. Use these to support the case for more accessible budget allocations. See Area of Practice: Evaluation for survey advice.
    • Explain how the funding or grant helps the community, its impact, and references municipal, provincial, or federal plans. Show how it supports accessibility acts or strategic plans.
  • Adapt to decision-makers’ motivations. Address their priorities and past decisions. Link inclusion to existing municipal priorities, like diversity or sustainability.
    • If the process matters, explain how you consulted with participants, partners, staff, or board members.
    • Review previous funding/grant winners and municipal strategic plans to tailor your application.
  • Find common ground. Emphasize shared goals and values. Invite people with firsthand experience to speak and highlight how accessibility helps everyone.
    • Help people see how universal design benefits everyone, for example, caregivers with strollers and delivery workers with carts.
    • For more, see Area of Practice: Built Environment.
  • Address concerns. Prepare answers for possible objections.
  • Use a clear call to action. Be specific about the action requested—what, when, and how.
  • Offer steps towards action. If there’s hesitation, suggest a smaller first step or a pilot, and ask for clear commitments.
    • Even private commitments—especially in writing—are usually better than no commitments at all.
    • Those making and fulfilling smaller commitments are more likely to make larger commitments later.
  • Bring allies. Invite respected community members or peers (family member, co-worker, community partner or neighbour) to share their experience. See Area of Practice: Partnerships for tips.
  • Repeat the message. Reinforce key points as needed, since audiences may require multiple reminders before they act.
  • Always thank decision-makers.Express appreciation even without a commitment. Invite council and management to accessibility or community meetings.
    • Consider a ceremony where leaders sign a commitment to universal design.
  • Follow up. Check back with decision-makers about the requested action. If you didn’t get support, ask for feedback to improve your next proposal.

Example 1: Presenting to Council on Inclusive Recreation Policy

Supporting an inclusive recreation policy helps improve programs and services and can make a stronger case for more funding and resources in the budget.

  • Bring local disability data to the council.
  • Include staff stories and feedback from participants and caregivers to show real impact.
  • Explain who participates, how much support is provided, and how programs feel personal and welcoming.
  • Highlight wins, such as more people joining programs.
  • Check with other departments if policy changes affect them.
  • Align the policy with broader municipal plans on diversity, inclusion, and long-term goals.

Example 2: Rationalizing Cost of One-on-One Support and Professional Staffing

Decision-makers may not fully understand participants’ needs without seeing how adaptations work. When explaining the need for more funds, show how it makes budget sense.

  • Clarify why dedicating a staff member to a small group or individual is important.
  • Emphasize two essentials:
    • Staff Training—Proper training reduces problems and improves outcomes.
    • Daily Program Realities—Describe typical activities and adaptations.
  • Ways to justify funding:
    • Benchmark with other cities to show that similar roles exist and that they are funded similarly.
    • Gather staff stories about training needs and positive experiences.
    • Present safety data related to training gaps and show how many local children have disabilities who require services.
    • Highlight additional funding opportunities or grants already pursued.