GOVERNOR S OFFICE OPERATIONS. The Governor s Washington, D.C. Office

Transcription

1 GOVERNOR S OFFICE OPERATIONS The Governor s Washington, D.C. Office

2 Founded in 1908, the National Governors Association (NGA) is the collective voice of the nation's governors and one of Washington, D.C.'s most respected public policy organizations. Its members are the governors of the 50 states, three territories and two commonwealths. NGA provides governors and their senior staff members with services that range from representing states on Capitol Hill and before the Administration on key federal issues to developing and implementing innovative solutions to public policy challenges through the NGA Center for Best Practices. NGA s Office of Management Consulting & Training serves as management consultant to governors and their offices and as NGA s primary liaison to governors chiefs of staff. The office helps governors lead and manage state government and assists staff in organizing and operating the governor s office. The unit provides these services as part of a state s membership in NGA. For more information, please visit Copyright 2011 National Governors Association 444 North Capitol Street Washington, D.C All rights reserved. Printed in the United States of America.

3 Contents Acknowledgements Introduction KEY ROLES AND OFFICE FUNCTIONS 1 Primary Clients 1 Goals and Responsibilities 2 Advantages to Having a Washington Office 3 Maxims for Being Effective in Your Role 4 Rules to Live By: Tips from Washington Directors 7 ORGANIZATION, FUNDING, AND STAFFING 9 Establishing the Washington Office 9 Funding Sources and Size of Budgets 9 Staffing Size and Salary Ranges 11 Use of Outside Lobbyists 15 MANAGING THE OFFICE AND SETTING PRIORITIES 17 Knowing Your Governor 17 Setting and Tracking Priorities 17 General Rules for Managing the Office and Staff 18 THE COORDINATION OF STATE-FEDERAL RELATIONS 21 Liaison with the State Capitol 21 Liaison in Washington, D.C. 25 RESOURCES AND GUIDANCE FOR WORKING IN WASHINGTON, D.C. 29 Useful Resources for the Washington Office 29 Guidance for Working in Washington, D.C. 29 Appendix A: 2010 Washington Office Survey

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5 Acknowledgements The governor s Washington, D.C., office (Washington office) serves as a valuable asset to help the governor further his or her federal relations strategy and provide a voice for the governor to be a persuasive advocate for state priorities on the national level. Operational efficiency and effectiveness in the governor s Washington office are critical for managing state-federal relations and the successful accomplishment of the governor s agenda. The staffing, organization, and operation of the governor s Washington office should be consistent with the governor s preferences and management style. This National Governors Association (NGA) management note revises a similar publication last published in This revised edition contains data from an online survey of Washington office directors conducted in summer Christie Amberman analyzed the data and wrote the revised text, which was reviewed and edited by the NGA Office of Communications. NGA is grateful to the Washington office directors who contributed their time and effort to complete the 2010 Washington Office survey. In addition, Nelle Sandridge developed the final publication layout used in the 2007 and current version of this note. The NGA Office of Management Consulting & Training (OMCT) conducts annual management seminars and workshops for governors Washington office staff. Information shared during these seminars practical advice and guidance gleaned from Washington office directors over the years has been incorporated into this publication (as in previous versions) to provide additional testimony and perspective. OMCT provides management services and training to governors, chiefs of staff, and key members and units of governors offices. OMCT helps governors lead and manage state government and organize and operate the governor s office. For more information about these services and additional publications, please contact OMCT at (202)

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7 Introduction An office in Washington, D.C., can serve as the voice of the governor in advocating and lobbying state interests, and as the eyes and ears of the governor in monitoring federal actions that may help or hinder those interests. How each office performs its role and its impact on statefederal issues depends on decisions made by the governor. This NGA management note describes the organization and operation of governors Washington offices. OMCT conducted a survey of governors Washington office directors in June 2010 to examine how these offices function. This survey updates and expands upon the data from earlier surveys of Washington office directors conducted in1990, 1997, 2002, and The following 25 states, commonwealths, and territories responded to the survey. Arizona Connecticut Delaware Florida Georgia Guam Illinois Indiana Iowa Kentucky Maryland Massachusetts Michigan Nevada New Jersey New Mexico New York North Carolina Ohio Oregon Pennsylvania Texas Virgin Islands Virginia Washington The 2010 survey results are summarized in this management note. The text describes the major results of the survey and provides an analysis of apparent trends, when possible, from previous surveys. A copy of the 2010 survey is available in Appendix A. In this publication, the survey reporting base is 23 states and 2 territories (Guam and the U.S. Virgin Islands), though not all 25 respondents answered every question. The data presented throughout reflects the total number of states responding to a particular survey question. It is noted that survey data represented in percentages may total slightly more or less than 100 percent because of rounding. In addition, for questions in which respondents were able to select

8 multiple answers, the answer choices may contain result percentages that do not add to 100 percent. Finally, this management note also includes information gleaned from Washington office directors themselves during past seminars and briefings for their fellow directors. This advice and commentary is noted when included and is primarily represented in bullet form. Information from a previous NGA management note, Directing the Governor s Washington, D.C. Office: Advice from Veterans to Newcomers, also was incorporated into the 2003 version of this publication. Major Themes and Topics The 2010 survey requested information on several major themes related to the management of governors Washington offices, and this publication follows a similar format, which includes the following topics: Office Roles and Services major functions performed by the office for its client groups; Organization, Funding, and Staffing how Washington offices have been established, financed and staffed; Managing the Office and Setting Priorities tips from Washington directors on how best to manage the office and set priorities; The Art of Collaboration with both the state capitol and Washington. How to work best with governor s office staff back home, the state s congressional delegation in Washington, D.C., the federal government, and NGA; and Useful Resources and Guidance Resources of use to Washington directors and guidance in the day-to-day operation of the Washington office. The data reported in this NGA management note represents a snapshot in time and may already have changed. The 2010 survey results reflect the answers of the administrations in office in June Since then, new governors have taken office in various states and administrations will continue to change. Nevertheless, the data provides an accurate illustration of the different approaches used by governors and Washington offices to enhance their federal relations strategies.

9 Key Roles and Office Functions At the time of publication, 32 states, commonwealths, and territories maintain governors offices in Washington, D.C. Washington offices operate in a complex federal environment as state actors with statefederal missions and responsibilities. How, for what purpose, and for whom they perform their roles and services are fundamental questions in establishing the focus of the office and determining daily activities. Primary Clients The way a Washington office functions every day is directly influenced by whom it perceives to be its primary clients. In the 2010 survey, directors were asked to identify the primary clients of their Washington office. In all five NGA surveys, conducted starting in 1990, virtually all respondents identified the governor and the governor s office staff as their primary clients. As in previous years, additional clients identified in 2010 continue to be predominantly state agencies and the state congressional delegation. Primary clients Table 1: Primary Clients of the Washington, D.C. Office, 2010 Number of States (n = 25) Governor 25 states (100%) Governor s office/staff 23 states (92%) State agencies and departments 24 states (96%) State congressional delegation 17 states (68%) State legislature 5 states (20%) Businesses in state with Washington interests White House and Executive Branch 11 states (44%) 12 states (48%) Other organizations, such as state legislatures, state businesses with Washington interests, and the White House and executive branch agencies, have seen varying degrees of change in how they are identified as clients by Washington office directors. One change in the survey responses over time is how directors identify their state legislatures. Consistently since 1997, out of the five other client categories (listed in Table 1) which usually rank after the governor and the governor s office state legislatures have received the lowest response percentage. In 1990, state legislatures ranked third out of the five other categories; since then, state legislatures have ranked fifth on the client listing. Out of 25 states, only five (20 percent) identified state legislatures as a primary client in Key Roles and Office Functions 1

10 Primary Clients State agencies and departments Table 2: Primary Clients of the Washington, D.C. Office, (n = 25) 24 (96%) 2006 (n = 29) 2002 (n = 15) 1997 (n = 30) 1990 (n = 24) 26 (90%) 14 (94%) 26 (87%) 15 (63%) State congressional delegation 17 (68%) 15 (52%) 9 (58%) 18 (60%) 11 (46%) State legislature 5 (20%) 4 (14%) 1 (6%) 3 (10%) 5 (21%) Businesses in state with Washington interests White House and Executive Branch 11 (44%) 9 (31%) 4 (29%) 6 (20%) 3 (13%) 12 (48%) 5 (17%) 7 (47%) 5 (17%) 2 (8%) Another client group that has changed over time is state businesses with Washington, D.C., interests, which has grown in the number of directors identifying them as primary clients. In 1990, only 3 out of 24 directors (13 percent) identified them as primary clients; these businesses are now listed as clients by 11 out of 25 Washington office directors (44 percent) in Goals and Responsibilities To be maximally effective, Washington offices generally maintain strong issue-driven agendas set by the governor as the focus of his or her state-federal strategy. Washington office staff can then operate from firm positions in dealing with the congressional delegation, federal executive branch officials, and national organizations. As forceful and persuasive partners in national politics, Washington offices carry out a number of roles and responsibilities as part of their daily activities. These activities reflect the interests and priorities of their clients. In the 2010 survey, Washington office directors ranked the importance of the major goals of their offices with one having the most importance and five the least. As in 2006, the directors identified the following three objectives as level one priorities: promoting the governor s agenda (80 percent of respondents), helping to protect existing and secure additional federal monies for the state (92 percent), and helping the governor set federal priorities for the state (80 percent). These level one priorities are consistent Common Roles and Responsibilities Conveying and clarifying gubernatorial positions to members of Congress and their staff, other state offices, NGA, and other national organizations Offering insight and interpretation of state policy for the state s congressional delegation and the federal executive branch Providing status reports on ongoing federal initiatives and representing state priorities in Washington, D.C. Serving as a primary focal point in Washington, D.C., for the governor, the governor s staff, and senior state officials Serving as a point of contact for state citizens and businesses in their contacts with the Washington, D.C., community 2 Key Roles and Office Functions

11 with the top three goals from the 2006 survey; however, while promoting the governor s agenda was the top priority in both 2002 and 2006, protecting and securing federal monies ranked first in The following additional goals were ranked, but neither was identified as of primary importance: helping promote the governor s national exposure and bringing business to the state. Three states selected other as a key goal for their office and two of these states provided a description of their other goals. The first goal is to manage public relations and messaging to federal partners, and the second is to be a point of contact for the delegation and the Administration. In describing how Washington offices spent their time, the major function noted by directors as most time-consuming was monitoring federal legislation, which took an average of 21 percent of their time. The other functions identified as consuming an average of at least 10 percent of the time of Washington office staff include: lobbying the state congressional delegation, assisting state agencies, lobbying Congress generally, representing state interests to federal agencies, finding and/or promoting grant monies for the state, and staffing the governor for NGA. In looking at the critical functions of the Washington office, 13 out of 24 directors (54 percent) selected monitoring federal legislation as the most critical of the 12 major functions. Table 3: Percent of Time Devoted to Major Functions, 2010 Major Functions Total No. of State Replies = 23 Average Percent of Time Devoted to Task Monitor federal legislation 21% Lobby state congressional delegation 16% Assist state agencies 12% Lobby Congress generally 11% Represent state interests with federal agencies 10% Staff the governor for NGA 10% Find/promote grant monies for the state 10% Monitor federal regulations 7% Provide liaison to the White House 6% Staff the governor for other national organizations* 4% Respond to casework referrals from congressional delegation 4% Promote state tourism 3% Other 1% * Other national organizations include those the governor participates in (i.e., party association, regional associations, etc.). Advantages to Having a Washington, D.C., Office States realize many benefits from having a Washington office. Washington offices provide their states with needed access to Congress, the White House, and federal executive branch agencies. Notes one director, There s no substitute for being on the ground in D.C. where it s all happening. Washington offices provide the governor and other primary clients with critical information to enable them to be more effective in the federal environment. Key Roles and Office Functions 3

12 Top Three Advantages of a Washington, D.C. Office 1. Improved communication and liaison with the Congressional delegation. 2. The enhanced ability to get favorable action on the state s federal legislative agenda. 3. Improved capacity to access and disseminate federal legislative information. When asked to identify the major advantages of having a Washington office, directors cited (as the top two) the enhanced ability to interact with the Congressional delegation and to influence a state s federal legislative agenda. In 2006, the enhanced ability to influence the state s federal legislative agenda was cited as being the most important advantage. The top three advantages have remained consistent in the survey results over the years (1990, 1997, 2002, and 2006), indicating that these advantages continue to be important to governors state-federal relations efforts in Washington, D.C. Other important benefits to maintaining a presence in Washington, D.C., include the ability to liaise with the federal executive branch (White House and federal agencies); the enhanced ability to interact with Congress in general; better access to protecting existing funds and securing new federal funds for the state; the ability to join forces with other states in promoting the governor s agenda; and increased capability in promoting economic development for the state. Maxims for Being Effective in Your Role Over the years, certain recurring themes have emerged from the discussions and advice shared during the annual NGA seminars for Washington office directors. Some of these can be considered maxims for being an effective Washington office director: Make your role clear to others; Keep in touch with the home office ; Act as an information conduit; Build bipartisan trust; and Collaborate with others (NGA and other D.C. directors) for assistance. Clear Role: It is important to define a clear role for the Washington office director within the governor s administration. It is essential that the role of the Washington office director be made clear to the governor s office, state agencies, and the state delegation. Usually, the governor initially defines what role the Washington office director is going to play, but it is up to the director to remind and/or educate people about this role as time goes on. The Washington director needs to make his or her role especially clear in certain key areas. For example, a welldefined role in the state s emergency management process ensures that the Washington director will be the most helpful to the governor in getting federal disaster aid for the state. It is also important for the Washington director to make clear he or she is the official representative for the governor and the governor s federal priorities when dealing with Washington, D.C., interests (e.g., the delegation and the rest of the Hill). However, another important point to re- 4 Key Roles and Office Functions

13 member is that the Washington office, with its typically small staff, cannot do everything and cannot take on every federal problem the state potentially faces. The Washington office director needs to make clear to the people in the state office that he or she will focus on the problems and issues most pressing or important to the governor, rather than every federal issue that pops onto the state s radar screen. Keep in Touch: Washington office directors must stay in close touch with the various interests at home to maximize their effectiveness and influence in state government and in Washington, D.C. Several strategies can be used to make the home office aware of the Washington office director s presence. Directors should hold regular conversations (perhaps weekly) with the governor s chief of staff and other senior staffers in the governor s office. This helps clarify what the director is doing for the state in the mind of the governor and his or her key aides. Frequent communication between the Washington office and the various interests within the governor s office and executive branch agencies also minimizes confusion about how the administration is dealing with the federal government on vital issues. Another useful approach to keeping in touch is to visit the state periodically. While in the state capitol, the director can touch base with gubernatorial and agency staff to maintain or reestablish relationships, mend fences when necessary, or just say hello. In the 2010 survey of Washington office directors, respondents cited making a trip on a regular basis to stay in touch, and building relationships with agencies and briefing them on federal activities as the top two rea sons for visiting the state. Such visits help minimize a hurdle inherent to the job of a Washington office director that he or she is hundreds or thousands of miles away from the statehouse for eleven months out of the year. Information Conduit: The Washington office acts as the official translator of intentions and information between the statehouse and Washington, D.C. For every subject, from state emergencies to the governor s federal legislative priorities, the Washington office is a two-way communication conduit between the state capitol and Capitol Hill. A Washington office director who is equally wellversed in Beltway-speak and the governor s ideas and goals for the state serves as an indispensable tool for accomplishing the governor s federal priorities. An effective Washington office keeps people in the state aware of vital developments in the nation s capital and ensures that the state s congressional delegation is aware of major developments in state government. Finally, the Washington office acts as an information conduit to state and national media about what the governor is doing with respect to the federal government. Washington office directors who develop relationships with key media contacts in D.C. can maximize the governor s visibility when he or she visits Washington or does something that is newsworthy on a national level. Such media visibility can help the governor project his or her image as an effective leader and agent of change on a national level. Bipartisanship Approach: Washington offices cannot afford to be perceived as partisan in their intentions. Time and again, Washing- Key Roles and Office Functions 5

14 ton office directors serving as faculty during the annual Washington directors seminar have emphasized that an effective Washington office does not play partisan games when dealing with its federal delegation, the rest of the Hill, or the Administration. If a Washington office consistently engages in partisanship, it loses respect and, perhaps most important, the word of the director cannot be trusted. When the information coming out of the Washington office is perceived as suspect, the office loses its effectiveness as a representative for the governor s federal priorities. A Washington office director is only as good as his or her word, and if that word cannot be trusted, he or she is of little use to the governor. Collaboration: Washington office directors need not stand or act alone in meeting the many challenges they face in effectively representing their governor and state. Directors and their staff are encouraged to tap into and collaborate with their colleagues in other Washington offices and at NGA. These common themes clarifying roles, keeping in touch with the home office, being an information conduit, avoiding partisanship, and tapping others for assistance represent some of the most central concerns facing a Washington office director. These maxims, as well as additional information and tips identified in this management note, can help Washington office directors decide how to allocate their and their staff s time and efforts in order to maximize their effectiveness for the governor. 6 Key Roles and Office Functions

15 Rules to Live By: Tips from Washington, D.C. Office Directors Keep Washington, D.C., in perspective because no matter who approves or disapproves, or who likes it or doesn t like it, this old town is where the game is played. Always be loyal. Just refer to the old political saying: Dance with the one who brought you. Be courageous. With courage, incredible things can be done, and without it, the most brilliantly talented often fail simply because they do not have the heart for the work. Always tell the truth, the absolute truth. Whatever you say to people, if you think it s right, don t shade it or mask it; just say what it is and after that, you won t have a thing to worry about. Washington, D.C., is full of very serious business and you should use every piece of ammunition you can reach. If you have a friend in Congress that has connections in an agency or the White House, use it. If you have friends at home that have some connections or ties to important places in this city you need to reach, use them. Consider the human element at all times. You don t deal with titles, you deal with people. You need to know who the people are in the agencies and the Administration and what their interests are. Where did they come from? How did they get there? You need to know as much as you can about what the person s interests are, what they like, and what they don t like. Don t limit yourself and don t let others limit what you can do. For example, in your dealings with the White House, don t let anybody box you in by telling you that you have to deal with the Intergovernmental Office only. You should also deal with anybody else you can reach that you need to be in touch with to get your job done. Treat everybody that you come across with respect and consideration, because what goes around comes around. You will deal with both sides of the aisle. Don t alienate people from the other side because they ll often be there next week and next month and next session. Try to figure out a way to deal with the person. Try to make real friends while in Washington, D.C. When you leave this place, the most valuable thing that you will take with you will be a handful of real friends. Never use the terms I and me while in Washington, D.C. What happens here is done by we and us. Enjoy your time in Washington, D.C. Get into the thick of things. Meet many of the truly fine people in the city and leave the place a little bit better than you found it. Key Roles and Office Functions 7

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17 Organization, Funding, and Staffing The organization, funding, and staffing of Washington offices reflect the needs and priorities of the individual states. Most Washington offices are maintained consistently through different gubernatorial terms; others have come and gone with particular administrations. The roles and services governors expect of their Washington offices influence how these offices are structured and established. Establishing the Washington Office Governors have used a variety of mechanisms to establish Washington offices, including executive orders, statutes, and contracts with individuals or firms. Survey results in 2010 indicated the most prevalent mechanism in establishing the Washington office was executive decision (operationally, without an official executive order), which was selected by 50 percent of respondents. The second most prevalent mechanism was creation through statute (18 percent), followed by a contract between the state and an individual or firm (14 percent). Two out of the 22 respondents selected other, and both indicated that the method of office creation is unknown to them (in one case, because this occurred under the previous administration). The different methods used to establish a Washington office may depend on the purpose envisioned for the office, the degree of permanence sought for the office, and the organizational relationship sought between the governor and the Washington office director. Table 4: Methods Used to Establish the Washington Office, 2010 Methods of Establishment Executive Operational Decision (without official order) Number of States (n = 22) 11 states (50%) Statute 4 states (18%) Contract between the state and an individual or firm 3 states (14%) Executive order 2 states (9%) Other 2 states (9%) Funding Sources and Size of Budgets Funding Sources. Washington offices receive funding from a variety of in-state government sources. In the 2010 survey, 11 states (46 percent) received funding for the Washington office from the governor s office budget and a departmental contribution, making this the most commonly derived source of funding (similar to 2006). This is a substantial change compared to the 2002 survey, when only four states (23 percent) received funding from this combination of sources. Since 1990, the trend has moved away from Washington offices receiving separate legislative appropriations to more Organization, Funding, and Staffing 9

18 offices now relying on a combination of funding sources. Two states reported other methods of funding in 2010: one state receives a separate legislative appropriation and state department contributions, and the other state receives a combination of governor s office budget, a legislative appropriation, and a department contribution. Funding Source Governor s office budget and department contribution Governor s office budget only Department contribution only Table 5: Sources of Funding for Washington, D.C. Offices, Number of States states (46%) 14 states (54%) 4 states (23%) 15 states (50%) 5 states (21%) 6 states (25%) 5 states (19%) 6 states (35%) 6 states (20%) 7 states (29%) 2 states (8%) 2 states (8%) 4 states (23%) 5 states (17%) 4 states (17%) Other 2 states (8%) 2 states (8%) NA* NA* NA* Governor s office budget and legislative appropriation Separate legislative appropriation only 2 states (8%) 1 state (4%) 1 state (6%) 1 state (3%) 1 state (4%) 1 state (4%) 2 states (8 %) 2 states (12%) 3 states (10%) 7 states (29%) n = 24 n = 23 n = 17 n = 30 n = 24 NA* = Data not available for 2002 survey; other was not an option in the 1997 and 1990 surveys. Size of Budgets. The budgets of Washington offices can differ greatly because of variables particular to each state. These include differences in staff size, cost of office space (some offices share space), extent of activities to support executive branch agencies, and the amount of support services and resources provided from the state capitol. In 2010, more than half of Washington office budgets (52 percent) were in the range of $100,000 to $399,999. Over the years since the 1990 survey, Washington office budgets have remained relatively constant across the different budget ranges. Based on the reported budget ranges from the 1990 through 2010 surveys, on average two states have budgets less than $100,000, on average 13 states (the majority of states over the years) have budgets between $100,000 and $399,999, and on average eight states have annual budgets of $400,000 or more. 10 Organization, Funding, and Staffing

19 Table 6: Annual Budgets of Washington, D.C. Offices, Annual Budget Range Less than $100,000 3 states (13%) 3 states (12%) 1 state (6%) 2 states (7%) 2 states (9%) $100,000 - $199,999 5 states (22%) 7 states (28%) 1 state (6%) 5 states (19%) 9 states (39%) $200,000 - $399,999 7 states (30%) 7 states (28%) 6 states (38%) 13 states (48%) 3 states (13%) $400,000 - $599,999 5 states (22%) 3 states (12%) 5 states (31%) 4 states (15%) 6 states (26%) More than $600,000 NA* NA* 3 states (11%) 3 states (13%) $600,000 - $799,999 1 states (4%) 3 states (12%) 1 state (6%) NA* NA* $800,000 or greater 2 states (9%) 2 states (8%) 2 states (13%) NA* NA* n = 23 n = 25 n = 16 n = 27 n = 23 NA* = Not Applicable. Beginning in 2002, the survey expanded on the previous data by further dividing the category of more than $600,000. Staffing Size and Salary Ranges Given the wide range in office annual budgets, it follows that office staff sizes vary considerably as well. In the 2010 survey, staff size ranged from one paid staff member to nine staff members. The average number of reported total staff (including paid and unpaid staff) is five and the average number of paid staff is three. These numbers are fairly constant with the 2006 survey; however, staff levels in Washington offices have decreased since the 2002 survey, which reported an average total staff size (paid and unpaid) of six and an average number of four paid staff. Office Director Every Washington office is staffed by an office director. For offices with more than one person, title designations are usually dependent on job responsibilities, skill level, and years of professional experience. There is no clear pattern, especially among smaller offices, as to which positions (senior or junior professional) are generally filled. Washington offices with several staff members generally function by having a director supervise the work of staff members organized by issue area. Staff members report to the director, who in turn is accountable to the governor and/or the chief of staff. Work is organized around legislative and political priorities. Smaller Washington offices must divide issues among fewer staff, thus increasing the scope of the assignments. In these states, liaising with national associations and other state offices helps leverage available resources to manage the workload. Senior Professional Staff According to the 2010 survey, the number of senior professional staff (not including the office director) within an office typically ranges from zero to four, with an average of one senior professional in addition to the office director. In 2010, 10 out of 25 responding offices (40 percent) reported not having senior professional staff and eight offices (32 percent) have one senior staff member. Organization, Funding, and Staffing 11

20 Junior/Mid-Professional Staff There is generally one junior- or mid-level professional within a governor s Washington office, although the range reported in 2010 was zero to four. In 2006, the reported range for junior staff was zero to three, although the average was still one junior professional on staff. In 2010, 14 out of 25 responding offices (56 percent) reported not having junior staff, and eight offices (32 percent) reported having one junior/mid-professional staff member. These numbers are similar to Administrative Staff The greatest change in staff composition in 2010 is in administrative staff. In the 2010 survey, 23 out of 25 responding states (92 percent) did not have an administrative staff position in their office, while just 2 out of 25 states (8 percent) indicated having an administrative or support staff person. The only two states with administrative staff in 2010 reported having a full staff consisting of all four typical staff positions (see the upcoming section on Customary Staff Combinations. ) The reported range in the 2002 survey was zero to four administrative staff. In 2006, 16 out of 24 responding offices (67 percent) reported not having administrative staff; six offices (25 percent) had one support staff person; and only one office had two administrative staff members. Non-Paid Staff More states are using interns or non-paid staff in 2010 than in Respondents to the 2010 survey reported using an average of two interns in a typical calendar year, with the actual numbers ranging from zero to six. A total of 16 out of 25 offices (64 percent) used interns in 2010, compared with 13 out of 22 responding states (59 percent) in In 2006, the average was 1.6 interns in a typical calendar year, with the actual numbers ranging from zero to four. No. of Paid Office Staff (full-time or equivalent) Zero positions (0) 1 position (1) Table 7: Comparative Staffing Levels and Categories in Washington, D.C. Offices Office Director Senior Professional Staff Number of States Junior/Mid-Level Professional Staff Administrative/ Support Staff states 1 state 10 states 13 states 14 states 14 states 23 states 16 states 23 states 8 states 7 states 8 states 6 states 2 states 6 states 2 positions (2) 3 states 2 states 3 states 1 state 3 positions (3) 3 states 1 state 1 state 4 positions (4) 1 state 2 states 1 state 8 positions (8) 1 state* 9 positions (9) 1 state* Total No. of State Replies: n = 25 n = 24 n = 25 n = 24 n = 25 n = 24 n = 25 n = 24 * = This Washington office is considered a state agency which accounts for the larger staff size. This office did not respond to the 2010 Washington Office survey so comparable figures are not available for Organization, Funding, and Staffing

21 Table 8: Use of Interns in Washington, D.C. Offices, No. of Non-Paid Staff Zero positions 6 states 9 states (41%) 1 position (1) 6 states 3 states (14%) 2 positions (2) 1 state 3 states (14%) 3 positions (2) 4 states 2 states (9%) 4 positions (2) 3 states 5 states (23%) 5 positions (2) 6 positions (2) 2 states n = 22 n = 22 Customary Staff Combinations Although the 2006 survey showed no clear pattern as to which positions (senior or junior professional) were generally filled, it was more common for Washington offices to have a senior professional on staff than junior- or mid-level staff in Office staffing levels and the combination of positions can vary depending on many factors, including the office budget, continuity of personnel and their skill level, job responsibilities required given the mission of the office, length of time the state has maintained a Washington office, and the governor s personal preference. In 2010, only two states (8 percent) both with populations more than 10 million reported having a full staff combination of all four positions: office director, senior and junior level professionals, and administrative staff. Three out of 24 states (13 percent) reported having a full staff combination in The three most common Washington office staffing combinations in 2010 and 2006 are listed in the table below. Three Most Common Staffing Combinations for Washington Offices Office Director only: 7 states (28 percent) Director and Senior Professional staff only: 7 states (28 percent) Director, Senior and Junior/Mid- Professional staff only: 6 states (24 percent) n = 25 states Staff Salary Ranges Office Director only: 5 states (21 percent) Director and Senior Professional staff only: 5 states (21 percent) Director and Junior/Mid- Professional staff only: 5 states (21 percent) n = 24 states Twenty-two of the 25 responding offices reported salary information in 2010, and salaries varied considerably among states. Variances may reflect differences in experience, job responsibilities, office size, or state pay scales. As expected, salary ranges for Washington office staff have generally increased since the last survey was conducted in Some salary highlights for various staffing categories are listed below. Junior/mid-level professional staff: This group continues to have the widest salary range with salaries shifting slightly higher since Out of 10 reporting states, half are paid in the range of $30,000 to $49,999 and the other half are paid $50,000 or higher. In 2006, only 3 out of 9 states (33 percent) had salaries starting at $50,000 for mid-level staff. Organization, Funding, and Staffing 13

22 Senior professional staff: Salaries have noticeably increased for senior staff since With 12 states each reporting senior professional salaries in 2002, 2006, and 2010, six were paid $60,000 or higher in 2002, compared with seven in 2006, and now 10 in Seven out of 12 states (58 percent) pay senior professional staff salsalaries between $60,000-79,999. Office director: In 2010, directors in 20 out of 22 states (91 percent) earned salaries of $80,000 and over. This number has steadily increased over the years. In 2006, 70 percent of responding states had directors earning in this range, and it was 67 percent in Table 9: Annual Salaries of Washington, D.C. Office Staff Annual Salary Range Office Director Senior Professional Staff Number of States Junior/Mid-Level Professional Staff Administrative/ Support Staff Less than $20, $20,000 - $29, $30,000 - $39, $40,000 - $49, $50,000 - $59, $60,000 - $69, $70,000 - $79, $80,000 - $89, More than $90,000 NA* NA* 9 NA* $90,000 - $99, $100,000 and over Total No. of State Replies: 2010: 23 states 2006: 25 states 2002: 15 states NA* = Not Applicable. The 2006 survey expanded on past surveys by further dividing the category of more than $90, Organization, Funding, and Staffing

23 Annual Salary Range Table 10: Annual Salaries of Washington, D.C. Office Directors $50,000 - $59,999 1 state 2 states 1 state $60,000 - $69,999 1 state 2 states 3 states $70,000 - $79,999 3 states 1 state $80,000 - $89,999 3 states 4 states 1 state More than $90,000 NA* NA* 9 states $90,000 - $99,999 6 states 6 states $100,000 and over 11 states 7 states Total No. of State Replies: 22 states 24 states 15 states NA* = Not Applicable. The 2006 survey expanded on the previous survey by further dividing the category of more than $90,000 Use of Outside Lobbyists In addition to the staff of the governor s Washington office, some states (or subdivisions within a state, such as departments or agencies) hire outside lobbyists to provide representation in Washington, D.C., for general purposes or to address specific legislation or issues. According to the 2010 survey, 13 out of 22 responding states (59 percent) do not use outside lobbyists, while nine states (41 percent) do. Of those states that use outside lobbyists, two states cited transportation; one cited transportation and food stamp modernization; ananother state cited federal appropriations; and one state cited Defense Base Closure and Realignment (BRAC) along with energy/economic development as issues for which outside lobbyists are used. One state respondent indicated that individual agencies in their state hire consultants to focus on specific issue areas, while another noted that only one agency has outside representation. The response rate in 2006 was almost the reverse 16 out of 26 directors (61.5 percent) reported that their states used outside lobbyists, and 10 states (38.5 percent) did not. Organization, Funding, and Staffing 15

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25 Managing the Office and Setting Priorities The Washington office can give the governor a great deal of help in designing his or her list of key federal priorities. Once the governor and staff including the Washington director develop this list, the Washington director has a much better sense for how to manage and organize his or her time and for how the office staff can achieve the governor s federal objectives most effectively. Because of the nature of the Washington office relative to the rest of state government, Washington office directors often face a distinct series of managerial challenges that, if recognized, can be overcome. The following section consists of tips from Washington office directors on tactics and methods they find useful in managing the office and setting priorities. These strategies were compiled from Washington directors retreats and training sessions over the years. Knowing Your Governor First and foremost, learn your governor s style and priorities. How you manage your office, staff, and resources should reflect these priorities. If you do not know your governor, spend time getting to know him or her, either directly or through the chief of staff. Do not assume you know what your governor wants; ask. Configure your work accordingly; if they want you to go work the Hill, go to the Hill. If they want you to develop international trade, do that. Do not go native to Washington, D.C. stay true to your governor and what he or she wants. Setting and Tracking Priorities Create a list of top priorities for your state. During the congressional recess, ask each cabinet head to provide a list of four or five things he or she thinks should come out of Congress in the next year. One way to make sure you get this from them is to have the governor ask each cabinet head for their wish list. The Washington, office director, along with other top gubernatorial staff (e.g., chief of staff, policy directors), should then take the agency wish lists and choose the most important items from them. When deciding on key priorities, the Washington office director should have an opportunity to give input so as to avoid spending time on items that he or she sees as unworkable or unachievable with regard to Congress. Another idea is to consider the NGA priority issues list for ideas with broad gubernatorial support. Creating this list can help the Washington office establish workable guidelines to manage interactions and the expectations of state agencies and the governor s office back home. Depending on what works best for Managing the Office and Setting Priorities 17

26 the state, these priority lists are not set in stone and can change from month to month, week to week, or as circumstances change. Washington offices have different practices for developing and communicating their lists of priorities. These priority lists may either be informal or formal and they may or may not be distributed widely. Some directors meet informally with cabinet heads to talk about their priorities or needs in Washington, but no formal list is compiled and it is not necessarily related to the delegation. Other states compile formal lists for internal use within the Washington office and with the delegation. While the list may be developed with state departments and vetted through the governor s office, the list may not necessarily be shared in full with the department heads or otherwise made available for broader distribution. Once the top priorities have been set, it is important to track progress. It can be helpful to provide the governor and key gubernatorial staff with regular updates (whether in verbal or written reports) of what s happening with the state priorities as the congressional session progresses. This information may or may not be shared with the delegation as well. General Rules for Managing the Office and Staff Selecting Staff: Hire a staff if you do not have one (not necessarily unpaid interns!) Hire people with relevant Hill and state experience. You won t have to train them while they are on the job, and they already may bring a set of key contacts to the job. They will already know how the system works and how to be most effective with the delegation. Hire staff that can fill out areas in which you have fewer skills and/or less knowledge. To avoid misunderstandings, provide a clearly written job description to prospective staff. Take advantage of state and university fellowship and internship programs to increase work productivity. Managing Staff: Organize your staff around key issue areas of relevance to the state and the governor s state priorities. The degree of specialization, of course, depends on the size of your staff. States with bigger Washington offices will be better able to allocate staff more narrowly while smaller offices will need staff to double up on issue areas. Check on what financial disclosure requirements apply to the director and/or staff and make sure you meet them. Consider conducting financial and background checks on all hires, regardless of whether they are required. Provide staff performance evaluations as called for under state personnel rules and/or as a basis for salary reviews. Establish written policies on ethics, Internet use, and sexual harassment. Require all of your staff members to read and sign them. Remember that it is important to pay attention to what you and your staff do on the computer 18 Managing the Office and Setting Priorities

27 (including websites visited), and never do political work (such as Democratic Governors Association or Republican Governors Association) on your office computer. Regular staff meetings are important, especially for larger staffs. They help to enhance communication to ensure that everyone knows exactly what is going on and who is doing what. This knowledge allows you to better coordinate your efforts so you are not sending mixed signals to the Hill. Give legislative staff ownership of issues to the extent they have the capacity to handle them. Have clear lines of staff responsibility for issues. Do not let staff make excuses for not getting work done. Either they did it or did not. Encourage an office atmosphere in which each staff member understands the importance of pitching in when a need arises especially true for smaller offices. Maintaining Good Relations: These guidelines are useful points to mention to staff members. Treat everybody on the other end of the phone as if he or she is the most important person in the world. This is true for all staff. Remember that the most important hire is the receptionist he or she is the first point of contact for your office. Try not to refer anyone to someone else. Find out what the person wants, when they want it, and get it to them. Managing the Office: If you are a new director, use the opportunity to set your own tone and make necessary changes. As with a new administration, this is the time when changes are expected and easier to make. To the extent possible, align your regular office hours with the workday in the state capitol. Establish a records retention policy and adhere to it. Do not wait until the last month of your administration to go through all that information; there will not be enough time. To the extent possible, make sure staff members have the equipment and supplies needed to get their work done efficiently and effectively. Use as many free online information resources and other available references as possible, such as the State Services Organization (SSO) library. Only pay for subscriptions you will use regularly. Keep a close tab on expenses, including SSO billings, to ensure that you are getting what you pay for and are not paying for services you don t need. Make necessary adjustments to stay within your budget. Ensure that everything sent to the Hill is approved by the office director. It is critical to know what your office sends to the Hill as people inevitably will ask you about it. Being unaware of an issue or position can make you lose credibility. It is especially problematic if something stated in these materials does not reflect the governor s position or is not expressed appropriately/politically. Managing the Office and Setting Priorities 19