Why are working relationships with legislators and staff important? Who are legislators and legislative staff? Whom should you communicate with? What do we mean by developing a working relationship? How do you make initial contact? How do you maintain constructive working relationships? Legislative advocacy often works best when communication with lawmakers and their staff does not begin only when a crisis or important vote occurs. Community organizations can benefit from having reliable professional contacts who understand their work, know how to reach them, and trust them to provide accurate information. These relationships should not be based on trading favors, campaign support, gifts, personal influence, or privileged access. A strong working relationship is built through: Accurate information Clear communication Respect for roles and boundaries Follow-through Transparency Meaningful participation by people affected by policy Why are working relationships with legislators and staff important? Legislators and their staff make decisions across many policy areas and receive information from many sources. A reliable working relationship can make it easier to: Share relevant research and community experience Ask questions about legislation or budgets Understand how the legislative process works Identify the person responsible for a particular issue Raise implementation concerns Request meetings, hearings, amendments, or other appropriate action Correct misunderstandings Respond when policy developments occur quickly Relationships should improve communication, not create unequal access Public officials have responsibilities to constituents and the public whether or not they know an advocate personally. A working relationship may make communication more efficient, but familiarity should not be treated as a substitute for: Evidence Public process Ethics rules Transparency Fair treatment of other constituents The goal is not to become the person whose calls receive special treatment. The goal is to become a reliable source of relevant information and community perspective. Avoid a favor-exchange model Legislative relationships should not be treated as an informal system in which one side provides political support, publicity, campaign assistance, gifts, or personal favors in exchange for policy action. Advocates may appropriately: Thank officials for work they support Provide information Participate in public events Invite officials to community meetings Share constituent perspectives But policy requests should stand on their own merits rather than depending on a history of reciprocal favors. Who are legislators and legislative staff? In the United States, legislative authority exists at federal, state, and local levels. The specific structures, titles, committee systems, staffing arrangements, and responsibilities differ by jurisdiction. Use current official sources to identify: Your representatives Relevant committees Committee chairs and members Legislative staff District offices Hearing and meeting schedules Contact procedures Congress The U.S. Congress consists of the House of Representatives and the Senate. Members of the House represent congressional districts and serve two-year terms. Each state has two U.S. Senators, who serve six-year terms. Avoid relying on fixed population figures for congressional districts in an evergreen resource because district populations change following each census and reapportionment. State legislatures State legislative structures vary considerably. Most states have two legislative chambers, while Nebraska has a single-chamber legislature. Differences among states may include: Length of legislative sessions Compensation Staffing Committee structure District size Office locations Rules for introducing and advancing legislation Check current state legislative sources rather than relying on fixed examples of salary, office arrangements, or staffing. Local legislative and policymaking bodies Depending on the community, local policymakers may include: City council members County commissioners Mayors School board members Town or municipal governing bodies Planning or zoning boards Public-health boards Other elected or appointed bodies Titles and authority vary by jurisdiction. Legislative staff are important policy professionals Legislative staff may: Research policy Analyze legislation Prepare lawmakers for hearings or votes Draft or review legislation Analyze budgets Review constituent correspondence Arrange meetings Conduct oversight work Communicate with agencies and stakeholders Staff roles vary significantly among offices. Avoid assuming that junior staff members are inexperienced, unimportant, poorly paid, or merely temporary. Likewise, do not assume that a chief of staff or other senior aide is automatically the best contact for every issue. Find the staff member who handles your issue When contacting an office, ask who works on the relevant policy area. Depending on the issue, this might be: A legislative assistant A policy advisor A committee staff member A district representative A constituent-services staff member Another member of the office The most useful contact is often the person whose responsibilities match the issue, regardless of job title or seniority. Whom should you communicate with? You do not need a personal relationship with every legislator or staff member. Prioritize contacts according to the policy decision and the person's actual role. Your own representatives Constituents have a direct reason to communicate with the officials who represent them. Contact them when: Legislation affects you or your community You have relevant information You want to request legislative action You need clarification about a vote or policy You want to share implementation concerns Do not frame this relationship primarily around the idea that officials need your vote or that your social network can help or hurt their reelection. Legislators who represent people directly affected An organization may also need to communicate with legislators whose districts include people affected by the issue. Be transparent about: Whom your organization serves or represents Whether the people involved are constituents What authority you have to speak on their behalf Whenever practical, support people directly affected in communicating their own views. Committee members and staff Committees often play an important role in: Holding hearings Reviewing bills Amending legislation Making recommendations Reviewing budgets Identify the committee and staff actually responsible for the issue rather than assuming that a particular committee has the same authority in every legislature. Sponsors and other lawmakers working on the issue A bill sponsor, committee member, caucus member, or other lawmaker may already be working on the issue. Such officials may be useful contacts because of their policy role, not simply because they are politically powerful. Do not infer support from personal experience Avoid assuming that a legislator will support a policy because: They have a disability A relative experienced a health problem They belong to a particular demographic group They have a particular professional or family background Ask about the person's actual policy position. What do we mean by developing a working relationship? A working relationship is a professional pattern of communication in which each side knows how to reach the other and has reason to trust that the information exchanged will be accurate and respectful. It does not require friendship. A useful working relationship may mean: Staff know what organization you represent You know which staff member handles your issue The office responds through its normal procedures You provide accurate information when asked You understand the office's role and limitations Both sides can discuss disagreement professionally The office may contact you when relevant community information is needed Recognition is not the goal An advocate does not need to be personally recognized by the legislator or have calls immediately returned in order to participate effectively. Legislative offices serve many constituents and organizations. The more important questions are: Can you reach the appropriate office? Does your information reach the person who works on the issue? Is your request clear? Is the office able to respond appropriately? Avoid treating responsiveness as evidence of “clout” A lawmaker's willingness to respond should not depend on how much political power, money, prestige, or constituency pressure an organization can demonstrate. Advocacy should not aim to become the group an office responds to because it fears political consequences. Being a reliable source is valuable An organization may become a useful source when it consistently provides: Accurate information Current data Relevant community experience Clear sourcing Timely responses Honest acknowledgment of uncertainty Do not try to become the only source an office relies upon. Policymakers should hear from multiple relevant perspectives. How do you make initial contact? Use official channels Current communication options may include: Email Official web forms Phone calls District office meetings Capitol office meetings Virtual meetings Public office hours Legislative hearings Public community events Check the office's current procedures. Request a meeting When requesting a meeting, briefly explain: Who you are Whether you are a constituent What organization you represent, if any What issue you want to discuss Why the issue is relevant to that office A meeting with the staff member responsible for the issue may be just as useful as a meeting with the legislator. Do not treat staff meetings merely as a step toward gaining access to the elected official. Do not rely on private access Avoid contacting officials through: Private home phone numbers Family members Personal social events Uninvited visits to private locations Other non-public channels unless the official has explicitly invited that form of contact. A personal connection may provide a consensual introduction, but it should not be used to bypass normal access procedures or create implicit pressure. Public events can create appropriate opportunities for introduction At an official town hall, community forum, legislative event, or other public setting, it may be appropriate to introduce yourself briefly. Respect the setting and the official's time. If a longer conversation is needed, request a follow-up meeting through the office. Be prepared Before the meeting, know: The specific bill, budget item, policy, or issue What action you are requesting The strongest relevant evidence Important competing arguments How the issue affects constituents or the community Bring a concise written summary when useful. Do not assume the office is uninformed Community advocates may have specialized knowledge or direct experience that legislators and staff do not have. Legislators and staff may also have: Relevant policy expertise Personal experience Legal knowledge Budget information Information from other affected groups Approach the conversation as an exchange of information rather than assuming you alone represent “reality.” Invite legislators and staff to learn directly from the community Site visits, listening sessions, program tours, and community meetings may help policymakers understand how a policy operates in practice. Invitations should have a clear substantive purpose. For example: Observe a program See an accessibility barrier Meet participants Discuss implementation Hear community priorities Review local data Avoid using honors as leverage Do not give awards, special recognition, speaking roles, or favorable publicity primarily as a way to increase the likelihood of future political support. Recognition may be appropriate when genuine and consistent with organizational policy, but it should not function as an implied exchange. Let people directly affected speak for themselves When people affected by a policy want to participate, provide opportunities for them to explain their own experiences. Participation should be voluntary. Consider: Privacy Public-record implications Media presence Accessibility Interpretation Retaliation risk Avoid labels such as “welfare recipients,” “teen parents,” or other terms that reduce people to one circumstance. Other ways to make contact Public testimony Legislative hearings and public-comment processes can provide formal ways to share evidence and experience. Testify because the information is relevant to the decision, not primarily to become recognizable to legislators. Legislative briefings A briefing can help lawmakers and staff understand: Research Community experience Policy options Fiscal implications Implementation concerns Make clear who organized the briefing and what policy position, if any, the organizers are advocating. Introductions through mutual contacts A mutual contact may make a transparent introduction when all involved are comfortable with it. The introduction should make communication easier, not imply that the advocate deserves special treatment because of whom they know. How do you maintain constructive working relationships? Keep contact relevant Follow up when you have: New evidence A policy development Requested information An implementation update A new constituent concern A meaningful next step Communication does not need to occur merely so the office remembers your name. Use appropriate frequency Contact the office often enough to provide useful information and respond to developments, but not so often that communication becomes repetitive or burdensome. Follow the office's stated preferences when possible. Have substantive conversations Listen as well as speak. Ask: What concerns does the office have? What information would be useful? What implementation challenges do they see? What other perspectives should be considered? What steps are procedurally possible? Ask for procedural or policy guidance when appropriate Legislators and staff may be able to explain: Legislative timelines Committee procedures Budget constraints Amendment procedures Which office or agency has authority Their advice may be useful, but advocates should still make independent decisions based on their organization's goals, evidence, community input, and ethical responsibilities. Be accurate and reliable When providing information: Verify important facts Provide sources Distinguish evidence from opinion Correct mistakes promptly Say when you do not know something Follow through when you promise additional information Reliability is one of the strongest foundations for a long-term working relationship. Thank officials appropriately It is appropriate to thank a legislator or staff member for: Meeting with community members Providing information Participating in a hearing Taking an action you support Helping resolve a constituent issue Be specific about what you appreciated. Avoid exaggerated praise intended primarily to improve the official's public image or create an obligation for future support. Keep advocacy and campaign activity appropriately separate Organizations and individuals may have separate rights and responsibilities regarding elections, campaign contributions, endorsements, and legislative advocacy. Do not treat: Campaign donations Fundraising attendance Election volunteering Endorsements as the normal price of obtaining access or favorable legislative action. Follow applicable election, ethics, lobbying, nonprofit, and organizational rules. Respect disagreement A legislator may decline your request for substantive, political, budgetary, procedural, or legal reasons. You may disagree strongly and continue advocating for a different outcome. Maintain professional communication when useful. Do not assume that supporting the relationship requires withholding legitimate criticism or avoiding public disagreement. Do not protect officials from accountability merely to preserve access The source of a good working relationship should be trust in accurate communication, not a promise that advocates will avoid criticism that might place an official in a difficult position. If an official's action warrants public criticism, advocates may say so honestly and respectfully. Do not overuse the relationship Reserve requests for matters that are relevant to the office's responsibilities. Respect: Staff time Office procedures Scheduling limits Legal constraints Privacy and personal boundaries Evaluate the relationship periodically Ask: Are we providing accurate and useful information? Are we communicating with the staff who actually work on the issue? Are people directly affected able to participate? Are we respecting professional boundaries? Are we relying too heavily on one office or one personal connection? Are we accurately representing whom we speak for? Are our interactions transparent and consistent with ethics and lobbying rules? Can we disagree with the office without fearing the loss of access? In Summary Constructive working relationships with legislators and legislative staff can make advocacy more informed, timely, and effective. These relationships should be professional rather than transactional. Their purpose is to improve communication and understanding, not to create special access through favors, campaign support, gifts, social connections, or political leverage. Identify the lawmakers, committees, and staff members who actually have responsibility for your issue. Use current official sources because legislative structures, staff roles, district populations, committee responsibilities, and contact procedures change. Treat legislative staff as substantive policy professionals. Use official or mutually agreed communication channels and respect officials' personal boundaries. Come to meetings with a clear issue, a specific request, and accurate supporting information. Do not assume that lawmakers or staff are uninformed simply because you have specialized knowledge. Invite policymakers to learn directly from communities when it has a genuine substantive purpose and when the people involved consent. Help people directly affected speak for themselves rather than using them primarily as persuasive examples. Maintain contact when you have useful information or a meaningful reason to communicate, not merely to keep your name familiar. Be accurate, acknowledge uncertainty, correct mistakes, and follow through. Thank officials appropriately, but do not use awards, publicity, campaign donations, or election work as informal currency for legislative support. Respect disagreement and continue to hold public officials accountable when necessary. Finally, remember that the strongest legislative relationship is not one in which a lawmaker “owes” your organization something. It is one in which both the office and the community know that communication will be accurate, respectful, transparent, and focused on the public decisions at hand. Resources Online Resources Communication Tools for Advocacy from the National Association for Gifted Children provides information on different ways to communicate with policy makers. The Christian Coalition. A guide to Congress: complete contact information, thumbnail biographies, photos, find-your-Representative-by-zip-code, and more. Project Vote Smart. Voting records of Congress and state legislators, among other political information. University of Michigan Library. Another terrific site, including links to information for the federal and all 50 state governments -- laws, courts, executive branches, and everything else. U.S. House Leadership Web Services -- web links to House Leadership. State and Local Government on the Net. A resource for all 50 state legislatures. Information for each state on each legislator, each legislative committee, texts of bills and budgets, etc. The site also includes the other branches of government, pending and passed legislation, and other information, depending on the state. A huge resource, especially for groups working in more than one state 10 things: How to better connect with your legislators, from the Vancouver Business Journal, offers seven state legislators discussing what local business owners can and should do to ensure that their voices are heard. Writing Your Elected Official is a guide provided by the Children’s Defense Fund, and it provides information on effectively communicating with elected officials. Print Resources Avner, M., & Smucker, B. (2002). The lobbying and advocacy handbook for nonprofit organizations: Shaping public policy at the state and local level. Amherst H. Wilder Foundation. This book offers a clear step-by-step guide to implementing a successful advocacy program at both the state and local levels. Berkowitz, B., & Wolff T. (2000). The Spirit of the Coalition. Washington, DC: American Public Health Association. Congressional Quarterly, Congressional Staff Directory. Congressional Quarterly Press, Washington, DC. Updated three times yearly. Fitch, B. (2010). Citizen’s Handbook to Influencing Elected Officials: Citizen Advocacy in State Legislatures and Congress: A Guide for Citizen Lobbyists and Grassroots. The Capitol Net, Inc. This book offers practical guidance for reaching elected officials with a variety of different communication strategies.
