SlideShare a Scribd company logo
Justifying Your
Government Relations
Existence
info.cq.com/advocacy-software/
Joshua Habursky: Director of Advocacy at the
Independent Community Bankers of America and
Chairman, Grassroots Professional Network.
Dr. David K. Rehr: Professor, Scalia Law School, George
Mason University; former CEO, National Association of
Broadcasters (NAB) and National Beer Wholesalers
Association (NBWA).
Megan McCoskey: CQ Advocacy Product Manager works
closely with nonprofits, trade associations and corporate
clients to help them leverage tools to make the most of their
advocacy platforms.
Takeaways
• Understanding the ‘impetus’ of justifying your GR existence
• Setting annual expectations of GR goals and activities (to
train senior leadership)
• Tracking and Reporting Key Metrics
• Tips on justifying GR engagement & activity
Understanding the ‘impetus’ of
justifying your GR existence
• GR is always seen as a “cost” to business, unlike other vital functions like Sales, Marketing,
Accounting, etc. (Business culture of other functions different – GR has a politic,
government, and increasingly focused business culture)
• Uncertainty and exponential change in markets requires forces organizations to be even
more prudent with expenditures
• Former businessman Donald Trump puts more media pressure on companies Washington
engagement
• More aggressive attack by social activists on business means no GR mistakes can be made
Understanding the ‘impetus’ of
justifying your GR existence
• GR is growing in importance within most organizations
• Grassroots/PAC functions provide hard numbers
• Direct Lobbying is advancing in technology, data is becoming more
readily available, and the modern lobbyist must be equipped with key
online and offline communications skills
• Growth in numbers i.e. meetings, interactions, letters to the Hill
provides a near business unit of measurement
GR Climate Becoming
More Controversial
Corporate and Association
Engagement
• Associations are seen as an outlet for political activity on
behalf of trades and companies
• Some companies are going out on their own in addition to their
association affiliate i.e Patagonia
• Trump Tweet is no longer lethal
• Interdepartmental cooperation is essential in crisis political
communications
Setting annual
expectations of
GR goals and
activities (to train
senior leadership)
– top 100 CEOs
Leadership general views
on government relations, lobbying
 May not really understand what GR does for the company or ‘bottom line’
 Probably under incredible pressure to reduce costs or may face new
competition in the market which doesn’t have GR costs
 May not hear from GR team unless there is an emergency
 GR team may not have direct reports (GC, Marketing, Sales, Corporate
Secretary
 Leadership might distrust (or have angst) against elected leaders
 Could be nervous of how shareholders, market or customers view GR
Tips on justifying GR engagement
& activity
• Track all quantifiable metrics
• Combine hard numbers with anecdotal evidence
• Collect information across GR units- CR, Reg, Policy,
State, Grassroots, PAC
• Process all of the information into digestible
communications (member facing/internal)
• Figure out what needs to be in a report and what needs to
be uttered in a meeting
You must make the analytic
case to leadership
Government Relations means
more than just watching Congress
Your competitors will leverage
government to give them a
competitive advantage
Quantify the impact of
government relations
Tips on pricing cost of government
• Needs to reflect reality
• Will likely become public so be prepared
• Connects you to success of effort
• Need objective pricing
• Should keep reminding leadership of cost
• Also very successful for association/member
organization
Have those you attempt to
influence make the case
Members of Congress enjoy speaking to business leaders
1. Meet with your leadership
2. Call your leadership
3. Send a letter to your leadership
Needs to be with someone you have a strong relationship
Can also contact CEO of coalitions partners
Proactively set GR
performance metrics
Include:
• Bills
• Proposed Regulations
• GR activities & impact
• Reputation Impact because of GR
• Cost savings
• Get in the habit of staying focused on these metrics
Best defense (but you don’t want to be defensive) is to set Performance
Metrics at beginning of year and provide report at end of year
Set Your Own Benchmarks
• If you don’t they will be set for you
• Historical data
• Benchmarking studies
• Make a plan
Report Incremental Growth
• Database growth in %
• Activity growth by campaign not
by date
Report Incremental Growth
Communicate & Educate
• What are we doing?
• Why should we care?
• What is the impact?
Communicate & Educate
• Communicating up
• Communicating out
• Bring it to them
• Be a resource
Communicate & Educate
Joshua Habursky
jmhabursky@gmail.com
@JoshuaHabursky
David Rehr
drehr@gmu.edu
@drehr
Ann Dermody
anndermody@cq.com
@Anndermody
Questions?
info.cq.com/advocacy-software/
Thank You!

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Justify Your Government Relations Existence Webinar Slide Deck - CQ Roll Call

  • 3. Joshua Habursky: Director of Advocacy at the Independent Community Bankers of America and Chairman, Grassroots Professional Network. Dr. David K. Rehr: Professor, Scalia Law School, George Mason University; former CEO, National Association of Broadcasters (NAB) and National Beer Wholesalers Association (NBWA). Megan McCoskey: CQ Advocacy Product Manager works closely with nonprofits, trade associations and corporate clients to help them leverage tools to make the most of their advocacy platforms.
  • 4. Takeaways • Understanding the ‘impetus’ of justifying your GR existence • Setting annual expectations of GR goals and activities (to train senior leadership) • Tracking and Reporting Key Metrics • Tips on justifying GR engagement & activity
  • 5. Understanding the ‘impetus’ of justifying your GR existence • GR is always seen as a “cost” to business, unlike other vital functions like Sales, Marketing, Accounting, etc. (Business culture of other functions different – GR has a politic, government, and increasingly focused business culture) • Uncertainty and exponential change in markets requires forces organizations to be even more prudent with expenditures • Former businessman Donald Trump puts more media pressure on companies Washington engagement • More aggressive attack by social activists on business means no GR mistakes can be made
  • 6. Understanding the ‘impetus’ of justifying your GR existence • GR is growing in importance within most organizations • Grassroots/PAC functions provide hard numbers • Direct Lobbying is advancing in technology, data is becoming more readily available, and the modern lobbyist must be equipped with key online and offline communications skills • Growth in numbers i.e. meetings, interactions, letters to the Hill provides a near business unit of measurement
  • 7. GR Climate Becoming More Controversial
  • 8. Corporate and Association Engagement • Associations are seen as an outlet for political activity on behalf of trades and companies • Some companies are going out on their own in addition to their association affiliate i.e Patagonia • Trump Tweet is no longer lethal • Interdepartmental cooperation is essential in crisis political communications
  • 9. Setting annual expectations of GR goals and activities (to train senior leadership) – top 100 CEOs
  • 10. Leadership general views on government relations, lobbying  May not really understand what GR does for the company or ‘bottom line’  Probably under incredible pressure to reduce costs or may face new competition in the market which doesn’t have GR costs  May not hear from GR team unless there is an emergency  GR team may not have direct reports (GC, Marketing, Sales, Corporate Secretary  Leadership might distrust (or have angst) against elected leaders  Could be nervous of how shareholders, market or customers view GR
  • 11. Tips on justifying GR engagement & activity • Track all quantifiable metrics • Combine hard numbers with anecdotal evidence • Collect information across GR units- CR, Reg, Policy, State, Grassroots, PAC • Process all of the information into digestible communications (member facing/internal) • Figure out what needs to be in a report and what needs to be uttered in a meeting
  • 12. You must make the analytic case to leadership
  • 13. Government Relations means more than just watching Congress
  • 14. Your competitors will leverage government to give them a competitive advantage
  • 15. Quantify the impact of government relations Tips on pricing cost of government • Needs to reflect reality • Will likely become public so be prepared • Connects you to success of effort • Need objective pricing • Should keep reminding leadership of cost • Also very successful for association/member organization
  • 16. Have those you attempt to influence make the case Members of Congress enjoy speaking to business leaders 1. Meet with your leadership 2. Call your leadership 3. Send a letter to your leadership Needs to be with someone you have a strong relationship Can also contact CEO of coalitions partners
  • 17. Proactively set GR performance metrics Include: • Bills • Proposed Regulations • GR activities & impact • Reputation Impact because of GR • Cost savings • Get in the habit of staying focused on these metrics Best defense (but you don’t want to be defensive) is to set Performance Metrics at beginning of year and provide report at end of year
  • 18. Set Your Own Benchmarks • If you don’t they will be set for you • Historical data • Benchmarking studies • Make a plan
  • 19. Report Incremental Growth • Database growth in % • Activity growth by campaign not by date
  • 21. Communicate & Educate • What are we doing? • Why should we care? • What is the impact?
  • 22. Communicate & Educate • Communicating up • Communicating out • Bring it to them • Be a resource