Government Relations: Important Part of Resource Development

Federal earmarks are alive. They continue to represent a significant source of support for charitable organizations, particularly with regard to capital needs. But, they do not happen by accident. The organizations that are most likely to receive earmarks are those with an active government relations strategy.

In fact, government relations is akin to resource development in several ways.

Government relations helps position an organization in the minds of government officials and agencies; resource development helps position the organization in the minds of potential donors. Both processes require leveraging current relationships, information exchange, and stewardship. Lastly, the goal of both processes is a financial outcome—be it an individual donation, special appropriation, or earmark.

It is important to remember that elected officials, by and large, want to see meaningful investments in their communities. Earmarks for projects such as a child care center, home for neglected teens, or children’s health center are appealing to the elected officials who represent organizations’ home communities.

But, as with all resource development activities, it comes down to relationships. The management of relationships with elected officials is a very valuable resource, one that far too many agencies neglect to nurture and invest in. Too many agencies approach elected officials in a cold call fashion, and only when they want something immediately. Yet, they never would be so naïve to treat a major donor with such abandon or entitlement.

Models for Government Relations

As I see it, there are two primary models for government relations.

The first I will only touch on briefly. It involves hiring a government relations firm to develop the agency’s competency and establish the relationships needed to obtain financial support through special appropriations.

A number of Alliance for Children and Families members have pursued this path with success. Richard Jones, president and CEO of Alliance member Metropolitan Family Services, Chicago, has shared his organization’s processes and its decades of success with using a government relations firm during presentations at the Alliance National Conference.

Similarly, Jeff Faulkner, president of Alliance sister organization Ways to Work Inc., also works with consultants and has had notable success with obtaining special appropriations in support of the Ways to Work program.

This model works well for many, but the one I will advocate for here is more akin to simple board engagement. Board members, as well as an organization’s volunteers and donors, are important constituents of elected officials. These relationships can be leveraged in pursuit of mission and the resources needed to achieve it.

Leveraging Political Power

One of the unintended consequences of the professionalization of human services is that the face of the agency increasingly becomes the CEO. This is particularly the case when organizations contract with government bureaucracies. It is far too easy for the faces of board members, volunteers, and donors to be lost in that process. That’s a huge loss.

Nonprofit human service organizations represent a rich fabric of their home communities, a fabric that cares about children, older adults, families, and neighborhoods. That fabric of relationships can be—and should be—made more explicit.

An active government relations strategy helps make the many faces of board members, volunteers, and donors apparent to elected officials. This is important because a nonprofit human service organization’s strength and voice is not about the CEO’s reputation or staff sophistication. Instead, it is about who supports the organization. Collectively, an organization’s supporters have an incredibly powerful voice.

My organization, Alliance member Children’s Aid and Family Services, Paramus, N.J., has nearly 30 board members at any given time, more than 600 volunteers, and thousands of donors. Very few of these people have used our services, but they care deeply about our mission. They are committed people who believe in our work and the impact we have on those we serve and the community at-large. Among this group are people of all political views, faiths, and ethnicities; but, they all have a common interest in making a difference for others.

Through our government relations strategy, my organization has committed to leveraging these voices by applying the same relationship management techniques we use with donors to influence elected officials.
This has implications on several areas of our board governance:

Board Recruitment. To engage board members and encourage them to discuss the agency with local, state, and federal elected officials, it’s helpful to recruit board members who have political acumen or established relationships with elected officials.

I am not suggesting recruiting elected officials. Rather, consider former elected officials, individuals with past government experience, or even individuals who have direct experience managing government relations. Anyone who understands the power of relationships, also known as social capital, is an asset.

Look for individuals who know how to construct realistic positions, create value propositions that have traction, understand the importance of not making enemies, and have the savvy to understand how to move a process forward.

A little research will go a long way in identifying these individuals. A number of current donors may be supporters of key elected officials in the area. Find out who they are. This is public information and easy to obtain.

Committee Structure. I strongly urge all Alliance and United Neighborhood Centers of America (UNCA) members, if they don’t already have one, to create a government relations committee.

Keep in mind that a key ingredient to this committee’s work is balance. Recruiting individuals with varied political affiliations is important in order to strike a balance in perspective and strategy, as well as to establish credibility.

Further, organizations should recruit individuals to this committee who are not board members. They may be past board members, loyal friends, volunteers, or donors. A mix of board members with non-board members makes the committee more productive and may provide access to key community influencers who do not have the time to serve on the board but would be happy to attend four or five well-run meetings each year.

Managing Expectations. Finally, for organizations that are just starting out with government relations, managing the expectations of the board is important. As with any major donor, it takes time and work to build relationships. Early results will be about positioning, learning what you have to offer elected officials, and building the capacity and reach of your committee.

A Strong National Network

A final word—and this may be a bit of dream—is this: If we all put more energy into building the government relations capacity of our organizations, just think of the impact we, as a national network, could have in Washington, D.C. It would be amazing; and, with some effort, it really is possible. 

Bob Jones is chair of the Alliance’s Resource Development Services Advisory Committee. He is president and CEO of Alliance member Children’s Aid and Family Services, Paramus, N.J., and a former member of the Alliance Board of Directors.

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