GOVERNMENT RELATIONS POSITIONING, COALITIONS AND MEASURING SUCCESS

When setting strategic direction, an association examines trends and issues in the external environment to consider potential impacts. One key external environment area reviewed is the political sector. Political trends and issues can affect the way an association and its members do business, practice, and/or provide valuable services to communities, organizations and individuals. Most associations are involved with one or more levels of government beyond statutory reporting. Associations are involved in partnerships, obtaining financial support and influencing the public policy debate on a variety of issues.

Some associations have formal government relations activities identified in their Communication Plan and allocate significant resources to achieve their government relations goals. Others approach government relations efforts on an infrequent basis and may allocate limited financial support due to scarce resources, lack of training, and being unaware of the issues. They prefer to follow the leaders or will not act unless a clear and imminent threat is evident. Some government relations activities are sensitive and there may be a wide split in membership opinion on some issues.

Member surveys help Boards understand the importance of government relations activity as a member benefit and determine which issues, if any, need to be addressed. For some associations government relations activity can be an endless pit. There are no limits as to the amount of money that can be spent on activities. Before you start throwing money in the pit, it is critical to identify the issues your members want you to go after, set priorities, develop desired positioning, determine available resources, establish a basis for measuring success and evaluation, and develop an action plan. This approach may prevent an association from spreading itself too thinly and help focus on one or two issues where its position is taken seriously. This type of thinking leads to pro-active government relations activity.

Positioning and Partnership Coalitions

Most associations are in a position to develop their desired positioning with government and support it with a plan. They then become one of many associations lined up to engage in government relations activity. Results are not usually achieved in the next quarter depending on the issue it could take years of effort, and in many cases, the ultimate goal is not achieved. Government prefers to deal with a lesser number of groups. As a result, the group representing many associations moves to the head of the list. What does this mean? It means that your positioning and efforts to be taken seriously advance when you engage in partnership coalitions.

Coalitions work. They respond to governments desire for consensus. They make better use of human and fiscal resources, benefit from economies of scale, and increase the chances for success. Partnership coalitions are not easy to establish and maintain. Key questions to ask to ensure partnerships get off the ground and operate successfully include:

· Do we not only understand the values, goals and constraints of the partnership itself but also the values, goals and constraints of the other partners?

· Do we have a shared vision and clear expectations of what will constitute success?

· Do we have policies that will deal with use of staff resources, funding, publicity, general communications, conflict on issues, clearly defined roles and responsibilities and reporting?

· Do we have a supportive operational plan and enough human and financial resources?

Measurement

How is the success of government relations activity measured? How will you know today and in the future that you accomplished what you set out to accomplish? The answer is to include performance indicators in the early stages of planning. Performance indicators may relate to new or amended legislation, approval for financial support or whatever the association wants to do, such as being consulted on issues that relate to members' activity. Timelines should be attached to the performance indicators. Reports indicating progress toward the performance indicators within the desired timelines should be provided on a regular basis. This reporting allows the Board to consider corrective action or cease activities due to other priorities.

It is difficult is to measure government relations success, as efforts can be spread over many years. Surveys are a good indicator of public or membership perceptions in terms of success. Other methods involve the use of report card type activity where success can be measured by legislative changes, contracts or funds received, completion of process steps such as meetings, and media coverage. An association can reduce mistakes and increase its effectiveness by seeking out government relations best practices. An example of a best practice follows: Board, staff and outside consultants usually take the lead role in government relations and sometimes members do not understand why the association cannot have government put in place or revise some policy in three months. To increase understanding and the number of participants to support and expand the scope of government relations efforts, an association can provide government relations training opportunities for members.

PROFESSIONAL PRACTICE FOR THE ASSOCIATION ELECTED LEADERSHIP (GOVERNING BODY)

The role of the governing body is to create and periodically review and approve the following “top level” strategy and strategic documents to guide the execution of government relations, public policy, and/or advocacy programs. During regular periodic review, volunteer members and association staff will typically make recommendations to the governing body for changes, deletions, or amendments.

1) Public Policy Goals - Government relations goals need to be established and updated regularly with input from association membership and leadership.

2) Issue Priorities - State the Association’s board approved public policy priorities concisely – reflecting the needs and interests of the profession or industry represented, the association, and its members. Revisit priorities regularly using ongoing environmental and status scans.

3) Policies and Procedures - Board approved policies and procedures for conducting the program should determine the spokesperson(s) for the organization, outline communication with the governing body, and include a review and approval process for positions and position statements.

4) Government Relations, Public Policy, and/or Advocacy Committee Charge – If a government relations, public policy, or advocacy committee is in place with a reporting path to the governing body, it should recommend changes to policies and procedures or new positions as needed.  

PROFESSIONAL PRACTICES FOR THE ASSOCIATION PROFESSIONAL

Advocacy programs typically include some or all of the activities listed below. Association professionals operationalize or implement these activities based on prioritization and strategic guidance from the appropriate government relations, public policy, or advocacy committee and approved by the governing body. These activities are typically executed through collaborative efforts of staff and volunteer members.

1) Issues identification and analysis – Monitor relevant political and regulatory environments, identify issues, and provide expert analysis on the potential effect on membership. Reassess and realign issue assessments using frequent environmental and status scans.

2) Develop and Publish Position Statements – Draft views that align with the interests of the industry or profession, the association, and the membership, approved by the governing body for public release in accordance with policies and procedures.

3) Government Interaction – Develop meaningful relationships with government officials and create statements that are positive, thoughtful, brief, to the point, and technically accurate.

4) Testimony – Association staff may assist member experts by providing oral or written testimony or comments. Where facts are incomplete or not yet available, witnesses should be instructed to acknowledge that and offer to gather the information later.

5) Regulatory government relations – Associations often provide comments when a regulatory agency publishes proposed regulations and requests comments. Comments should be submitted in writing, be timely, and include input from those affected.

6) Coalitions – Associations can often have a stronger voice when working through a coalition group. Effective programs include networking through these groups on common issues for purposes ranging from information sharing to collaborative action.

7) Public Relations – In communicating views to members, appropriate vehicles must be utilized which may include speakers, briefings and trainings. It is also critical that the content be based on the association’s approved position statements.

8) Candidate events – Some associations can interact with candidates and political parties.

9) Grassroots Campaigns – These campaigns include efforts to bring pressure on elected officials by mobilizing voters in their own districts. “Grasstops” lobbying is a method of utilizing members that have a high-value or personal relationship with an elected or appointed government official to influence the official or relevant legislation.

10) Social Media – Consider social media outlets such as Twitter and Facebook as critical tools for government relations, public policy, and advocacy. These platforms may provide the media for planned “grassroots” campaigns as well as for hosting spontaneous, unplanned, or unexpected grassroots buzz around an issue.