Wednesday, July 2, 2014 Washington, DC Government Affairs: How To Be Effective at the State Level By Marcie M. McNelis, CAE Chairman and Principal MultiState Associates Inc.
HOW STATE GOVERNMENT RELATIONS DIFFERS FROM FEDERAL GR Issues: States are the laboratories of democracy new issues and approaches usually start there Issues spread from state to state, and eventually to federal sometimes More opportunities to be proactive on issues at the state level Federal usually playing defense Volume of different issues greater at the state level State issues often closer to home Licensing is solely a state issue
Volume and Success Ratio: 170,000* bills and resolutions introduced in the 50 states per biennium; 62,000+ (36+%) enacted/adopted vs. 12,300 bills and resolutions in U.S. Congress per biennium**; 2% bills enacted (284); 6% of resolutions adopted *Odd numbered years, all 50 states in session, 40,000+ bills pass; even numbered years, 46 states in session, 25,000+ bills enacted/adopted ** 112 th Congress (January 5, 2011 January 3, 2013, though historically 3-6% pass)
State Legislatures vs. Congress Each legislature is unique in its rules, culture, schedule, and processes. State constitutional requirements to balance budgets and pass on time. There are more women serving in state legislatures than in Congress. In 2014, 24.2% were women in the state chambers (1,784) vs. 18.5% in Congress (99). Nearly half (49%) of Members of Congress are former state legislators. That doesn t happen the other way around.
Speed State sessions range from 30 days to all year A bill can be introduced and passed in a state in as little as a few days; 19 years to enact the Clean Air Act Amendments in Congress State Term Limits: high turnover and frequent leadership changes
Access and Ability to Impact State legislators are local, accessible, and want your input Grassroots: 10-20 constituent letters are huge at the State level States are more fun, exciting, and you can accomplish your goals or get burned quickly.
HOW TO BE EFFECTIVE AT THE STATE LEVEL Opportunities and Threats Identify issues impacting your profession (member surveys, board, GR committee) o o o o o Freedom to operate Cost avoidance (tax on services, professional liability, etc.) Creating and protecting market opportunity (procurement law, public-private partnerships, state budgets for engineering projects, etc.) Competitive advantage vis a vis other professions Protecting the integrity, quality and reputation of the profession (licensing requirements, continuing education, etc.)
Opportunities and Threats Identify key players/targets o State licensing boards o Governor s policy advisors o Key legislators and committees o Government markets for engineering services o Regulations as well as proposed legislation o Allies o Opponents/competition
Set Goals Create a government affairs committee Agree on your mission and desired outcomes Set and appropriate budgets Acquire the resources Engage Measure/evaluate success and performance (outcomes vs. outputs)
Prioritize Issues You take the lead You assist/work in a coalition You support, but others take the lead (state chamber, business and industry council, environmental groups, etc.)
Prepare Your Messaging: Tailor your message to your audience(s) Focus on pain points Tie to existing goals Communicate in terms of greater public good (e.g., environmental improvement, job creation/retention, comprehensive solutions, high profile examples, public safety, educational vs. marketing, We want to be your trusted advisor, we are a resource to you. )
Prepare Your Messaging: (cont d) Communicate your goals, activities, challenges and successes to your members Educate members on the issues, process and how to be involved Educate legislators, regulators, governor s policy staff and professional boards on issues of importance, in advance and on a continuous basis Prepare accurate, useful data that will get the attention of public officials (size of profession, job statistics, fiscal impacts, stateto-state comparisons/competitiveness, etc.)
SHOW UP AND PLAY TO WIN Direct Lobbying: You Must Be Present to Win : Identify and track your issues on a timely basis (and don t forget interim studies) Know the process, rules, tricks of the trade, and unique culture of your legislature Utilize seasoned, well connected in-house and/or contract lobbyists Have a strategic plan for managing each specific issue Mobilize grassroots: A small number of constituent letters can get a legislator s attention at the state level Identify and utilize key contacts (members contacts with key players on your issue)
Direct Lobbying: You Must Be Present to Win : (cont d.) Have capitol hill days for members at the legislature Know what the opposition is saying on your issue and be prepared to counter their points Testify in person Keep up on the peripheral political battles and nuances that could endanger your success Stick with it No one s life, liberty or property are safe while the legislature is in session Gideon J. Tucker
In-Direct Methods: Political Clout and Third Party Activities Build and utilize coalitions Consider earned media, issue advertising Community relations and outreach Charitable contributions There s nothing like a PAC Actively seek to get members appointed to state boards and committees Participate in Fundraising Opportunities for Candidates Recruit your own members to run for office and support their campaigns Coordinate voter registration and get-out-the vote drives by members
In-Direct Methods: Political Clout and Third Party Activities Host candidate forums Invite elected officials to plant visits at member facilities Join the state chamber of commerce and leverage your issues through them; utilize their coverage; keep members informed on more general business issues Honor legislators who are your champions (engineering legislator of the year, public safety key legislator award, etc.) Thank and recognize your grassroots stars
EVALUATE PERFORMANCE; COMMUNICATE SUCCESS; PLAN AHEAD Evaluate: Performance Measurement Tools Objectives achieved Costs reduced/avoided Internal customer (member) satisfaction External customer perception/attitude Member involvement
Evaluate: Performance Measurement Tools (cont d.) Revenue created for profession ROI Relationships established Look for outcomes (value produced) vs. outputs (activities): it s about moving the dial
Communicate Success: Who: to key stakeholders (consider everyone) What: plans, goals, progress, needs, successes When: regularly (at least quarterly) Where: everywhere your audience goes (internet, newsletters, email, meetings & conferences, newsletters, magazines, conference calls, photos, videos)
Start Over Immediately to Plan for Next Session: Learn from your successes/mistakes Being pro-active takes plenty of advance planning It s not the big that eat the small it s the fast that eat the slow. Bottom Line: Do What s Important.
Thank you.