Your Success is Contingent on These Essential Tips
Background
Research, identify, and discuss the current context and analyze the situation. What is the problem? What are the political ramifications (if any)? What is the proper course of action for this issue – legislation, rulemaking, agency leadership?
Aims
With your background complete, determine your outcome – the big aim. This is the long-term, final-stretch, ambitious goal that will satisfy the problem identified. There are also smaller wins to be had along the way, and you must not discount those opportunities.
Set Objectives
With input, identify specific, obtainable, realistic objectives. You must ensure they work to the benefit of your aim, but you also want to keep in mind that smaller wins can – and will – eventually get you there.
Targets
Returning to your background research, identify your targets. Examples may include lawmakers, their staff, agency heads, government departments, or third-party coalitions. Take the time to name names; i.e., if Jane Smith is the Director of Health and Human Services, list her – and reach out to her to make a connection. If you have a bill sponsor in mind, check-in with their staff and schedule a time to speak on your issue. It’s never to early to lay the foundation.
Allies/Partners
Who can you involve to help you with your objectives? Different perspectives are okay as long as you consider whether or not the final goals are the same. With coalitions comprised of competitors, there is strength in numbers. Don’t worry about the competition – that works itself out in the market. This is policy – if there is an organization with a vested interest like yours, involve them.
Public Affairs Strategy
Do not neglect the power of communication across all mediums. Media, social platforms, text messaging advocates – it makes a difference. Use your research and partners to coordinate the engagement of stakeholders and define key messages for various audiences.
It’s important to note the opportunity here to research individuals that will be impacted by your ultimate outcome. Cultivate these relationships and involve them in the advocacy process; you will come to a point where you need them to make a call, attend a lobby day, or send a letter. The sooner they are involved and you know their situation, the better chances their message is on-point and strategic.
Budget
You need a budget, and it should be built with consideration of the following:
Membership: What trade and government associations does your organization support, and if not, which ones are worth joining? Think about joining DAGA, RAGA, NCSL, TechNet, CompTIA, or local Chambers of Commerce. They provide access and feet on the ground. If you don’t have the capacity to officially join organizations, it is still worth the time to reach out to related organizations and join forces.
Third-party contractors: Contract lobbyists and PR firms exist in every state. Seek recommendations or referrals, and interview each. They provide access and they are a part of your team. Seek their input early on in building your strategy, and negotiate appropriately. If their cost is too high, look for opportunities for them to help in other arenas; for example, they may belong to a third-party organization or represent a client that they can mobilize to help your cause.
Digital Tools: Social media, blogs, micro-targeting, campaign platforms – they are all worth the money as long as you use them appropriately. Your public affairs strategy should plug-in perfectly here, and it’s worth the investment in time.
Travel: You are representing your organization and should be armed and ready to travel for committee hearings, fundraisers, third-party events. Don’t neglect these opportunities.
Advocates on the Ground: I cannot stress enough how imperative and beneficial it is to bring your advocates (members, staff, constituents, etc…) to those you’re working with to achieve your outcome. Whether you’re planning a lobby day or a simple lunch, be inclusive in your strategy.