While government relations is one of the primary reasons that many associations exist, some have relegated it to a secondary or even tertiary role due to limited resources. Yet some of these same associations have found themselves scrambling to defeat legislative or regulatory proposals that could harm members. So how can you make sure your members' interests are protected in the public policy arena, even with limited resources?

Traditionally, GR programs have involved a lobbyist or team of lobbyists who have relationships with key policymakers. But today, advocacy has replaced this approach with a multifunctional paradigm for achieving the organization's public policy goals. While lobbying can still be an effective tactic, communications, membership, and chapter relations also play a critical role.

Here are a few low- and no-cost tips for creating a culture of advocacy that will help associations of any size, but especially small-staff associations, build an effective foundation for working with federal, state, or local policymakers.

Take a Strategic Approach

Your board is pivotal for creating a culture of advocacy. Just as the board has responsibilities for defining strategic direction, it must also understand how advocacy can purposefully support the association's strategic goals and objectives. Additionally, the board should play a key role in determining the organization's priority issues and positions. Adding an advocacy component to your board orientation training can prepare them to engage in this discussion.

When setting policy positions, be aware of your members' environment, needs, and challenges—including potential economic, social, and political issues that may already affect them. By identifying and addressing immediate developments and longer-term trends, board members and staff can be prepared to handle an issue before it becomes serious.

Helping your members understand, appreciate, and put into practice the value of constituency in the legislative process can empower them to serve as advocates.

Some associations rely on national headquarters to set policy priorities. Others use a collective group of volunteer members, supported by staff, to identify pertinent issues, examine the potential risks and rewards, explore possible policy positions, and recommend a slate of issues and positions for board adoption.

To start, conduct periodic member surveys that include questions about their public-policy needs and challenges. These surveys also provide an opportunity to identify members' existing relationships with decision makers as well as to gauge interest in leveraging this political capital.

Leverage Staff and Members

The modern advocacy paradigm provides an opportunity to build a program that uses existing resources and may or may not require additional expertise. Member education and communications can occur using existing communications channels, including newsletters, magazines, conferences, websites, and digital media. Chapter relations staff can incorporate advocacy priorities into member interactions, educational offerings, and tools. Associations should also explore opportunities to join forces with other allied organizations to raise the profile of their advocacy efforts.

It is possible that some additional technology support may be necessary. But first, identify your needs and discuss with IT staff whether your association management system, customer relationship management software, or other existing tools are compatible with these needs.

Some staff in other departments may not be familiar with advocacy basics or how their job could intersect with government relations activities. Consider holding brown-bag events or use staff retreats to explain how all departments can support advocacy efforts. Outside experts with advocacy knowledge and experience may be helpful.

Lastly, member engagement is a crucial driver for recruiting and retaining members, and advocacy is a key way to get them involved. Helping your members understand, appreciate, and put into practice the value of constituency in the legislative process can empower them to serve as advocates.

Evaluate Success

Remember, when taking the strategic approach to set realistic goals to define success, which may be defensive, as in do no harm, or they could be proactive, creating some desired change.

Now it is time to create metrics that demonstrate progress toward achieving these goals. While activity should not be confused with results, small steps add up over time. Learn from the experience and put the lessons to use. Assess what worked and what could be repeated or strengthened in the future. Also weigh the factors that did not produce the desired results. Some aspects to review include the timing of the effort, messages that need refining, audiences that were not considered, partners who helped or hurt your cause, and the selection of policy leaders to serve as your champions.

After evaluating your campaign, share results with your members and remember to thank them for their efforts.

Associations, big or small, can build effective advocacy programs by understanding the benefits of advocacy for members and the organization; incorporating an integrated multifunctional and multitactical approach aligned with strategic priorities; and assessing and refining strategy and tactics. Your effort may take time, but it will put you and your members in a posture to affect policy.