Delivering the Value: Impact of Multi-State Government Relations for Associations
William Dane
September 28, 2016
A successful government relations plan begins and ends with the ability to pivot. It’s far easier to kill a bill than pass it, and when articulating the value of your department you have to make the case that accomplishments are not immediately tied to legislative success. Rather, you’re leading a long-term, multi-faceted plan that will likely travel back to the drawing board more times than not. Does that mean your advocacy efforts are failing? No. Does that mean the associated expense may be questioned? Perhaps – that’s why you should be prepared to present your work as a necessary investment.
Association government relations departments don’t drive revenue, they protect it. Thus, it’s essential to promote the value of state government affairs over time to ensure you have access to the tools and resources necessary for success.
Whether your objective is member- or issue-driven, you likely have many objectives. In a perfect world, every state would have the same process and politics. It’s not a perfect world. Large-scale policy goals trickle down to smaller wins, and these wins aren’t necessarily tied to passage or failure of a bill.
How do you communicate the value of your department? Metrics.
Metric #1: Strategy
Establish and share your plan for policymaking in advance, and keep it tied to tangible metrics – as simple as the strategy itself. The plan is going to change throughout the course of time, but you’ll have zero success without a plan of action accounting for what you know on the front end, what you learn during the process, and how you pivot and engage others throughout.
Metric #2: Implement Tools
There are a variety of tools available to convey a message beyond one’s relationships. Here are some examples:
Traditional Lobbying;
Engage with X number of lawmakers or staff on your issue;
Cultivate relationships within government to identify plausible sponsors or supporters;
Draft the legislation aims you want in advance; your sponsor and local/state drafters will likely have changes, but bringing the concept places you in a positive position;
Participate in the process – never pass up on an opportunity to testify, on the record, in any committee or stakeholder group! Whether it is in-person, virtual, or by phone, do not be afraid to share your position;
Most importantly, always count votes. You cannot be successful without regularly checking in with those in support of your bill, as well as those who may be against it. Don’t ignore anyone – you should always have an idea of a vote in Committee or on the Floor before it occurs.
Advocacy & Digital Strategy
Your message matters, and it can’t only be you delivering it. Take every opportunity to produce collateral (one-pagers, infographics, articles) to disseminate to lawmakers and staff.
Engaging outside parties from coalitions with similar objectives to your own constituency is critical. There is power in numbers, and - regardless of the outcome - working with other organizations and coalitions shows your determination to succeed.
Turn Out the Team
Messages matter, but in-person visits count even more. The larger the issue, the more opposition you’ll face. Bring your advocates or members to committee hearings, schedule Lobby Days, virtual conversations or in-office meetings, etc. Don’t turn down any opportunity to connect with lawmakers.
Partner with Contractors
Contract lobbyists have a vested interest in your success.
I don’t like to think of it as “managing” a contract lobbyist; rather, they are partners on the ground adding strength, knowledge, and relationships you need.
Don’t send them a bill and say “kill it” without backup - ask them what they need from you. It might be simple, like talking points or testimony.
Metric #3: Organizations
Don’t pass up an opportunity for access through organizations and coalitions. Yes, they have a cost, but they will deliver access that is critical to your success.
Metric #4: Reporting
Always write down your wins and losses. Both will occur, but reporting back on your progress is essential. Regardless of the legislative outcome, you have an opportunity to show what you did, who you involved, and how it all played out.
Managing a multi-state territory isn’t easy, but if presented appropriately and handled efficiently, your board or leadership will see its ongoing value. Again, it’s much easier to kill a bill than pass it – but with each session you make progress, increase visibility, and ultimately work toward the desired outcome.