As an advocacy consultant, I spend my days helping nonprofits and grassroots organizations use their voices effectively.  I guide them in storytelling, strategic messaging, and navigating the policymaking process. But advocacy isn’t just something I teach— it’s something I live. This week, I had the opportunity to testify before the Iowa House Education Subcommittee  against House Study Bill 84 , a bill that would prohibit schools from providing information on gender identity and sexual orientation to students in grades 7-12. As an LGBTQ parent , I knew I needed to speak up—not just as an advocate, but as a parent, as an Iowan, and as someone whose own family is directly impacted  by legislation like this. My testimony wasn’t about abstract policy arguments or political talking points . It was about my family . My partner and I are both small business owners, taxpayers, and engaged members of our community. But we are also a lesbian mom and a trans dad raising an eighth grader in Iowa . This bill, if passed, would send a clear message to our child—and thousands of other LGBTQ kids—that their families don’t exist, that their identities are not worth acknowledging, that their experiences should be erased from the classroom. I won’t let that happen without a fight. When I work with my clients, I emphasize the power of personal stories in advocacy . Facts and data are important, but stories move hearts and change minds . That’s why I share mine whenever I can . I know that visibility matters . I know that the act of standing up and saying, “I exist. My family exists. We belong here.” —matters. Testifying at this hearing wasn’t easy . It was frustrating  to once again have to defend our right to be acknowledged , to counter harmful narratives that seek to erase LGBTQ people from public life. But I showed up because I believe advocacy isn’t just a job—it’s a responsibility. I don’t just tell my clients to speak up. I show them what that looks like. Advocacy is about persistence . It’s about showing up again and again , even when the odds feel stacked against us. It’s about using every tool we have—our voices, our votes, our stories—to fight for a better future . That’s what I did this week, and it’s what I’ll keep doing  for my family, for my community, and for every LGBTQ Iowan who deserves to be seen, valued, and heard.

This past week has been a stark reminder of why nonprofits must be prepared to respond swiftly to policy threats and opportunities. Whether it’s unexpected legislative action, shifts in funding, or urgent community needs, organizations must have a plan in place to act quickly, coordinate effectively, and mobilize stakeholders. At Snyder Strategies, we believe that advocacy isn’t just about long-term planning—it’s also about agility. That’s why we’ve updated our Nonprofit Rapid Response Plan  to provide a clear, actionable framework for organizations to assess urgent issues, engage key partners, and communicate effectively with stakeholders. Why This Matters Now Recent events have shown that policy decisions can move at lightning speed, leaving little time for organizations to react. Nonprofits that lack a structured response plan risk being left out of critical conversations that shape their work and impact. Without a strategy in place, valuable time is lost in internal deliberations rather than mobilizing action. A well-prepared organization can: ✅ Quickly determine the urgency and impact of an issue. ✅ Engage national, state, and local coalition partners for coordination. ✅ Draft a clear response and mobilize their board, staff, and key stakeholders. ✅ Communicate effectively with donors, volunteers, clients, and community members. Introducing the Nonprofit Rapid Response Plan We’ve designed a five-step plan  that ensures nonprofits are ready to respond when the moment calls for action: 1️⃣ Issue Prioritization  – Assess urgency, impact, and alignment with advocacy priorities. 2️⃣ Partner Coordination  – Engage national, state, and local allies for a unified response. 3️⃣ Leadership Alert & Draft Response  – Notify the executive committee or full board and develop key messaging. 4️⃣ Finalization & Internal Communication  – Approve the response plan and equip advocacy leaders with tools. 5️⃣ Stakeholder Communication & Monitoring  – Share the response with clients, donors, volunteers, and policymakers while tracking ongoing developments. Be Ready When It Counts The ability to act quickly isn’t just a nice-to-have—it’s a necessity. Advocacy is about being proactive and prepared, not reactive and scrambling. By adopting a Rapid Response Plan , nonprofits can ensure they have the tools and processes in place to make their voices heard when it matters most. 📢 Now is the time to prepare.  Does your organization have a response plan in place? If not, start today by reviewing our full Nonprofit Rapid Response Plan  and ensuring your team is ready to take action. Let’s make sure the nonprofit sector remains a powerful force for change—prepared, proactive, and always ready to act. Listen to me discuss fighting back against executive orders on the podcast Nonprofit Nation with Julia Campbell Or watch the webinar recorded on 1-31-25

This week, I had a conversation with a nonprofit leader about how organizations are responding to the current chaos—executive orders, policy changes, and funding freezes—impacting the sector. She repeatedly said, "We are trying not to be reactive."   Upon reflection, I wish I had pressed her further. What does "not being reactive" really mean? How are they communicating with stakeholders? How do they determine what information to share and when? And most importantly, what’s actually wrong with being reactive? Of course, in an ideal world, nonprofits would be prepared for every crisis. But let’s be real—preparedness has its limits. Could anyone have foreseen that FEDERAL FUNDING WOULD BE FROZEN overnight?  The phrase "we are operating in unprecedented times"  has been used so often it’s practically a cliché, but it remains accurate. The sheer speed, frequency, and impact of recent disruptions have been staggering, leaving little room for a measured, slow-moving response. Certainly, organizations should have frameworks in place— such as a rapid response plan —to help guide decision-making. But beyond structured planning, what other viable options exist? Waiting too long to act is not a strategy—it’s a risk. I am not advocating for knee-jerk reactions or thoughtless decision-making. However, being too slow, too hesitant, or too cautious can be just as damaging.  Silence creates uncertainty. In the absence of clear, timely communication, anxiety festers, misinformation spreads, and trust erodes. Conversely, some organizations miss the mark in the opposite direction. I recently received a newsletter from a national nonprofit dedicated to ending homelessness. Shockingly, it made no mention—zero!—of the federal funding freeze  that directly impacts the communities they serve. This level of detachment isn’t just irresponsible; it’s dangerous. The solution? Prioritize communication.  In times of crisis, over-communicating is far better than under-communicating.  People can choose to ignore an email, but they can’t invent accurate information in its absence. As trust in traditional news sources continues to wane, nonprofits remain one of the few institutions people look to for credible, mission-driven insights.  Your stakeholders need you to be a voice of clarity and truth, especially when the communities you serve are at risk. So I implore nonprofits: Do not stay silent. Speak up. Communicate openly, consistently, and with urgency. Your people need you now more than ever. Snyder Strategies Can Help If your organization is struggling to navigate these uncertain times, Snyder Strategies  can provide the guidance and support you need. From developing rapid response plans  to crafting clear, effective messaging,  we help nonprofits communicate with confidence and clarity. Reach out today and let’s ensure your stakeholders get the information they need—when they need it.

Advocacy has always been about passion, persistence, and people power. But as we look to 2025, the game is evolving—and it’s doing so in some seriously exciting ways. Whether you’re a seasoned advocate or just dipping your toes into the waters of change-making, these trends will inspire and energize you. Let’s dive into the advocacy trends that are set to change the world next year (and maybe even make it a little cooler). 1. Digital Advocacy Gets Smarter Gone are the days of cookie-cutter email campaigns. In 2025, advocacy will go fully digital… but with a high-tech twist. Artificial intelligence (AI) will help craft hyper-personalized outreach, ensuring your message resonates deeply with your audience. Imagine tools that not only schedule your tweets but also predict what kind of post will spark the most engagement. From virtual town halls to TikTok-powered petitions, the digital landscape is your playground. Why it’s exciting:  You can reach more people, faster, and with laser-focused precision—all while conserving resources. Digital tools reduce the need for travel, paper, and time-intensive manual processes, allowing nonprofits to focus their limited resources where they matter most. Pro tip for nonprofits:  Start small with AI-driven tools that enhance outreach and streamline operations. Balance automation with authentic human interaction to ensure campaigns feel personal and genuine. 2. Intersectionality Is the New Standard Advocacy isn’t one-size-fits-all—and 2025 is going to prove it. Intersectional approaches will dominate as movements focus on the overlapping systems of oppression affecting individuals and communities. The key to success will be collaboration—combining resources, expertise, and networks to address complex, interconnected challenges. Campaigns that unite efforts, such as addressing climate change and  racial justice, or health equity and  LGBTQ+ rights, will maximize impact and broaden their reach. Why it’s inspiring:  Intersectionality isn’t just a buzzword; it’s a way to build campaigns that reflect real-life experiences and bring more people to the table. By pooling resources and fostering partnerships, nonprofits can achieve greater collective impact than they could alone. Pro tip for nonprofits:  Focus on building stronger campaigns and movements by collaborating with like-minded organizations. Pool resources, share expertise, and work together to maximize impact while making the most of limited resources. 3. Youth-Led Movements Take Center Stage Move over, boomers—Gen Z and Millennials are here to lead the charge. From climate strikes to viral TikTok trends, younger generations are redefining what advocacy looks like. They’re bold, creative, and not afraid to speak truth to power—and they’re making waves in grassroots organizing. But the next wave of activists is already on the horizon: Generation Alpha. Born after 2010, this tech-native cohort is growing up immersed in a world of digital tools and social awareness. Over the next decade, we can expect them to step into advocacy roles with fresh perspectives and innovative approaches, building on the momentum created by their predecessors. Expect to see even more youth-led initiatives driving change, fueled by the power of peer-to-peer mobilization and a little Gen Z humor. Why it’s fun:  They’re using memes, dance challenges, and storytelling to make activism accessible—and entertaining. Pro tip for nonprofits:  Engage young leaders authentically by creating opportunities for co-leadership. Foster mentorship programs that include both Gen Z and emerging Gen Alpha activists to ensure a pipeline of leadership. Stay current with the digital platforms and trends younger advocates are using, and be ready to adapt as new tools and strategies emerge. 4. Corporate Advocacy Partnerships Are on the Rise Love it or hate it, corporations are stepping into the advocacy arena. In 2025, expect to see more nonprofits teaming up with socially conscious brands to push for policy change. These partnerships offer nonprofits resources, platforms, and audiences they might not otherwise reach, while giving companies a chance to back up their buzzwords with action. Why it’s intriguing:  When done right, these partnerships can amplify campaigns and drive real change—just make sure everyone’s values align. Pro tip for nonprofits:  Vet potential partners thoroughly to ensure shared values and long-term commitment to your cause. Clearly define terms and expectations for the partnership. 5. Data-Driven Storytelling Takes the Spotlight In 2025, advocacy is all about the story and  the stats. Data-driven storytelling will help advocates connect with hearts and minds by weaving numbers into compelling narratives. Imagine showing lawmakers not just a graph, but a story of how those numbers represent real lives changed. It’s a powerful way to make your case and prove your impact. Why it’s powerful:  Combining hard data with human stories makes your message undeniable. Pro tip for nonprofits:  Invest in tools for data collection and visualization. Be transparent about data usage, especially if working with vulnerable populations. How Snyder Strategies Can Help Navigating these trends can feel overwhelming, but that’s where Snyder Strategies comes in. We specialize in helping organizations leverage these emerging advocacy trends to create lasting impact.  Whether it’s integrating cutting-edge digital tools, fostering intersectional collaboration, or crafting compelling data-driven stories, we’re here to guide you every step of the way. With our expertise, you can embrace these changes confidently and persevere through challenges, all while staying true to your mission.  Let’s work together to make 2025 a year of transformative advocacy.

Originally written for and published by The Ross Collective (May 2024) Recently, I worked with a nonprofit leader, Erika (not her real name), the Executive Director of a local nonprofit, on an advocacy strategy her organization could use to ensure the policy changes they sought had the level of support needed to pass and be successful.  As I was talking with Erika, she shared a common misconception. Even though she and her team understood the importance of engaging in legislative advocacy to change and strengthen local and state policies, they were not properly leveraging the election cycle to elevate and educate about their issues.  When candidates from her community knocked on Emily’s door to discuss what her community needed to prosper, she usually did not answer. She said she was too busy! In plain words, the most important thing you and your team members can do in the next six months is to answer the door and the phone and engage with the political process. Yes, we are all busy and overwhelmed these days. But as a nonprofit leader with subject matter expertise, your most strategic move is to participate - by answering the door and phone as issues are being discussed. The best time to educate a lawmaker is when they are a candidate.  We are in another vital election year, and it is about to ramp up even more. Presidential election years raise the visibility of all races - from county commissioner to city council to state legislature to Congressional races.  But this also causes nonprofits much angst and the inclination to retreat into their foxholes and not look up for six months.  And I get it. Nonprofit organizations are explicitly prohibited from engaging in partisan politics —anything related to political parties, candidates, and electioneering.  And while it may seem vast, partisan politics is very narrow. As long as nonprofits stay away from discussing specific candidates, political parties, or endorsing candidates, you are good. Seriously.  This leaves a lot of room for nonprofits to engage in elections, especially to educate how policy changes can impact your mission.  There are many activities that nonprofits can—and should—engage in during election season.  Nonprofits that engage—and leverage this big opportunity—will emerge in November stronger and better able to meet their missions.  Elections provide nonprofit organizations the opportunity to demonstrate to future lawmakers — and to voters, donors, and others — that their issue is an election issue, one that people care about and will vote on. Elections also give nonprofit leaders the chance to educate candidates and voters about policies and long-term solutions that will positively impact the people they serve and the challenges they are trying to solve—from hunger to homelessness to health care to climate justice, and other pressing issues.  However many nonprofits are unsure how to safely and legally leverage the election and engage in activities that will strengthen their organization. To help you out, here are 4 ways nonprofits can (safely and legally) leverage the election: Train: Host a training to teach your people to talk to candidates  Create a voter guide or toolkit - you can see some examples here, here, and here Community Solutions  Voter Toolkit to End Homelessness (2022) Nonprofit Votes  Get Out the Vote Toolkit Wisconsin Disability Votes Coalition  Voter Toolkit Share opportunities to talk to candidates - at townhalls, candidates forums, and other events  Share info about: how to register to vote when and where to vote  absentee ballots, mail-in ballots, in-person voting  new voting processes key dates and reminders to vote  Educate: Hold candidate forums  Partner with allied organizations to host a candidate forum; just be sure to invite all candidates Submit questions to candidate debates  See when your local League of Women Voters  is hosting debates and submit a question about your issue Provide questions and information your people can share with candidates - this could be as simple as a fact sheet or brochure about your organization Empower: Allow staff time off to vote (this may be required by law in your state) Allow staff to spend part or all of Election Day doing nonpartisan get-out-the-vote activities  Encourage your people to sign up as poll workers or translators Create a rapid response plan for your organization You might receive requests from the media to comment on your issue. Be ready with a plan so you can quickly and effectively respond.  There are many examples online you can use as a jumping-off point. Here is one example.  More Resources: Nonprofit Vote Voting and Local Elections: Why Nonprofits Should Engage Nonpartisan Election Activities for 501c3 Bolder Advocacy National Council of Nonprofits Your Secretary of State’s Office NC Center for Nonprofits: Everything you wanted to know about nonprofits and elections...but were afraid to ask   Want to learn more? You are invited to this workshop:  Beyond the Ballot: How your Organization can Win this November Tuesday, July 30, 2024, 10 - 11 am (CT) Hosted by the Iowa Nonprofit Alliance Free for INA members / $10 for all nonprofits Register here to attend

It’s that time of year when most state legislatures are wrapping up their work. This past year we have seen the good, the bad, and the ugly. It might be tempting to close this chapter, but now is the time to evaluate your campaigns, see what worked and what didn’t, and start thinking about your plan for the next session. Review Your Efforts After you take some time to rest and rejuvenate, get your team together to review how you engaged and communicated with your members, donors, and other stakeholders in your efforts. Were you proactive or reactive? Is there a way you can set your advocates up for success? What trainings can you provide in the off-season? How can you keep your advocates engaged so they are ready to go next session? Organizations with a steady drumbeat will be remembered by lawmakers when tough decisions are being made. And organizations that routinely engage their members will help with this process. Plan Your Off-Session Activities You need to consistently engage your members, donors, and supporters throughout the legislative session – and off session. Not here, not there; but consistently throughout the process. From planning, to training, to go-time. Legislative advocacy is like a basketball game. The players and coaches don’t just show up to the game without practice or strategy. This all must be done weeks and months before the season. You think Caitlin Clark just shows up unprepared? Planning and strategy need to be discussed and communicated before the session begins. If your session starts in January, I am talking September (not December, not January). This means sharing your legislative agenda, your legislative targets, leadership, talking points, predictions, etc. Set Your Advocates Up for Success One of the most important aspects of grassroots advocacy is building relationships with your advocates. Your members and supporters want to be kept in the loop, they want to know what is going on. They want training to be confident in their advocacy skills. Only then can they be the best advocates for your organization. Further, as you consistently engage your members, that means that lawmakers are being consistently engaged as well. This will serve you well when lawmakers need to make tough decisions throughout the legislative session – and beyond.

As an Iowan, I was, of course, obsessed with the Iowa women’s basketball team and superstar Caitlin Clark this season. I have never really been into sports (since I was MVP of my AAU13 basketball team in 1989), but I found myself scheduling around these basketball games and even knowing what channel they were on! It got me thinking – what can advocacy pros learn from Caitlin Clark? Caitlin Clark's success in basketball can offer nonprofit policy advocates lessons in perseverance, teamwork, strategic planning, and resilience. Like on the court, advocates need to stay focused on their goals, work collaboratively with others, adapt their strategies to changing circumstances, and never give up, even in the face of setbacks. Perseverance: Like basketball players who face numerous challenges and setbacks, nonprofit policy advocates encounter obstacles in their work. Learning from Caitlin Clark, advocates can understand the importance of persistence in pursuing their objectives despite difficulties or opposition. I have been involved in decades-long campaigns, such as clear indoor air campaigns, marriage equality, reproductive health protections and expansions, and health care reform. These efforts required determination and resolve, and many advocates continue this work today. Teamwork: Basketball is a team sport, and success often hinges on effective collaboration and communication among team members. Similarly, policy advocacy often involves coalitions, partnerships, and alliances working together towards common goals. Advocates can learn from Clark’s ability to work within a team and leverage diverse skills and perspectives to achieve success. In my 25 years of policy work, I have rarely seen a big policy win without a strong coalition in place.  Actually, I can’t think of one. Not one. All the abovementioned campaigns involved strong coalitions that worked together for years. Campaign Planning: In basketball, teams develop game plans and strategies to outmaneuver opponents and maximize their chances of winning. Similarly, nonprofit policy advocates must carefully plan their approach, identify key stakeholders, craft persuasive arguments, and strategically deploy resources to influence decision-makers and advance their agenda. One useful tool is an Advocacy Roadmap. Snyder Strategies gets insight from your leaders, members, and other advocacy stakeholders to:​ Uncover the internal and external barriers that are hindering your members from engaging in advocacy and how to remove these roadblocks. Reveal how your members want to be engaged in your advocacy program and discover the tools they need to be successful. Identify the data you need to properly evaluate your advocacy efforts and improve your efforts for your next campaign. Resilience: Policy wins are rarely achieved quickly, and resilience is necessary in the advocacy space. The Hawks faced many setbacks this season, such as losing key games and teammates suffering injuries, but the best ones bounce back stronger. Likewise, advocates often encounter defeats, setbacks, and process failures, but they must remain resilient, learn from their experiences, and continue working toward their long-term objectives and policy goals. By applying these lessons from Caitlin Clark’s college basketball career, nonprofit policy advocates can enhance their effectiveness and increase their chances of making meaningful change in the world. Go Hawks (and now Indiana Fever)! Let’s Chat! ​If your team is struggling to build an active base of advocates you can count on, set up a quick consultation session.

June is Pride month, which means companies, brands, and organizations are breaking out their rainbow merch and calls for tolerance and acceptance. But wait. Before you get excited and buy those rainbow shades or head out to your local Pride festival, please take these things into consideration. It is no secret that this year has been tough for queer folks, especially those in the midwest and south. There were over 400 anti-LGBTQ bills introduced in state legislatures in 2023 (and even more in 2024), mostly aimed at trans and gender-nonconforming youth – the most vulnerable of the queer community. During Pride month, we see a lot of performative allyship, also known as “rainbow washing.” Performative allyship and rainbow washing is where those with privilege profess solidarity with a cause, but don’t engage in any meaningful action or change. Performative allyship is putting on the rainbow shirt or or dancing at the gay club, but not using your power or privilege to actually create the conditions for or demand full equality for the LGBTQ community. During this Pride month, avoid and look out for these signs of performative allyship – and think about how you can help create meaningful change for your LGBTQ neighbors, friends, and family members. Businesses Before you create that rainbow merch or table at your local Pride festival, think about the role you played while the LGBTQ community was under attack. Did your business speak out? Did you offer support or resources to LGBTQ organizations? If not, then think twice about how you can meaningfully support your local queer community. There may be a LGBTQ Business Roundtable or other group of businesses who show up and demonstrate the harmful economic impacts of discriminatory laws. You can join this group or, if there isn’t one, start conversations with your fellow business owners and leaders about how you can stand up and step up – all year, not just in June. Additionally, make sure you are supporting your queer employees. Here are some ways to ensure workplace inclusion for your LGBTQ employees. Organizations It may be tempting to ask your local queer organization to provide a speaker, or table at your event, or send over information during June, but please remember – June is the busiest month for queer organizations. They are usually managing a thousand community events, managing hundreds of volunteers, and trying to keep their heads above water. Instead, reach out later this summer and ask how you can support their work and build a meaningful collaboration. Use June to educate your community and the populations you serve about how the attacks on the queer community are harmful for the community at-large. And then think about how your organization uses its power to highlight how queer people are part of your community and worthy of love and acceptance. Individuals Pride is a good time! Don’t get me wrong. It’s my favorite. And I recognize it is often the only exposure straight people and families have to queer culture. But before you grab all that gay swag at Pride fest or change your Facebook pic to don a rainbow ribbon, think about how you supported the queer community this year. Did you check in regularly with your queer friends and family, especially those in the impacted states? Did you contact your lawmakers to share your outrage at the terrible bills introduced? Did you share your disbelief with your colleagues, neighbors, friends, and family members? If you didn’t do these things, please think twice before celebrating Pride. And pledge to take meaningful action for your queer friends and family. And, of course, donate to your state and local queer orgs. Something you can do right now... Donate to LGBTQ orgs! Especially to those in states where trans* and gender-nonconforming folks are under attack. Here are a few of my favorites. ​Family Equality: the only national organization solely dedicated to supporting and advocating for LGBTQ families. I am currently raising $2500 by LGBTQ+ Families Day on June 3. ​One Iowa Action (c4): This session, we defeated 40 bills specifically attacking Iowa's queer community. Help us elect more pro-LGBTQ lawmakers in November so we don't have to work so hard. ​Iowa Trans Mutual Aid Fund: This critical org provides small grants to Iowans seeking gender-affirming care. Since the ban on youth gender-affirming care in Iowa last year, their support is more important than ever. Need Advocacy Inspiration? Sign up for my Advocacy Tips, Trends & Trainings.

It’s go time! Most of you are already knee-deep in subcommittee hearings, tracking the onslaught of bill introductions, and getting bill authors or sponsors for your priorities. So when you think about engaging your advocates, it can be overwhelming. But ensuring you have good communication practices in place with your lobbyist can help immensely. Here are 5 tips to help you maximize your lobbyist for your advocacy efforts: Meet with your lobbyist weekly Set aside time each week to talk about the week’s priorities and what info your advocates need or what activities they should be engaged in. This could be a 30-45 minute standing meeting with a template agenda that covers your key priorities or activities. Identify your top 3 priorities for that week Work closely with your lobbyist to better understand who they are planning to connect with and how advocacy can amplify their efforts. That could mean targeting specific lawmakers for that week, finding someone to testify at a hearing, or drafting an action alert to galvanize your advocates. Look one week ahead After you discuss immediate priorities, look a week ahead so you can prepare with a bit more time. This could be reviewing what media advocacy activities are needed, if any key deadlines are approaching, and events on the horizon, like a lobby day, reception, or key lawmaker event. Discuss coalition efforts and dynamics Most likely (and hopefully), other organizations are also working to pass (or block) the same bills you are working on. You might have a sophisticated process to coordinate your direct lobbying, grassroots, and media advocacy activities, but if not, discuss what other organizations are doing and saying and if that impacts or changes your strategy or tactics. Determine your rapid response plan Ideally, you will have discussed this before, but often it takes a crisis or situation to help you determine how’ll you quickly connect and respond to emerging issues. Often folks rely on email, but emails can get lost. Other solutions include using a text thread, What’s App, or a dedicated Slack channel. Whatever process you use, be sure to determine who needs to be involved (should have at least one person who can make quick decisions) and expectations for response time. Help is here If you need more support to effectively engage your members and advocates in your advocacy program, set up a time to connect with me.

With the beginning of state legislative sessions right around the corner, I have been attending a myriad of legislative forums, summits, briefings, breakfasts, etc. this month. On the whole, I really enjoy hearing what is in store for the next legislative session, how the session may play out, what issues are likely to take up a lot of oxygen, and what policies organizations are prioritizing. And, at every one of these, it never fails – the lobbyists implore the attendees to contact their lawmakers. They say something like, “But we need you to contact your legislators. They need to hear from their constituents that this is a priority.” YES! GREAT! And now you are likely thinking, “Isn’t this your dream, Bethany?” Yes, of course. Especially for nonprofits and membership organizations – your greatest asset is your people power. But these comments are made completely out of context - with no information provided on how to do this, when to best reach out to lawmakers, and on what lawmakers need to hear. Sometimes the lobbyist (or the organization they lobby for) may invite the attendees to sign up for their email list to get generic information about the bills they are following, but rarely do these include the contact information of each person’s lawmaker and if their lawmaker is even a target for that particular action. Sometimes I’ll see a list of specific committee members and their phone numbers and email addresses, but with no indication if this is THEIR specific lawmaker. Even me - who you would think would know my lawmakers by heart. But guess what? Each election cycle I have had new lawmakers and I forget who they are, let alone what committees they are on. Advocacy professionals know that few people will contact their lawmakers if they are not told who they are, what to say, and when to contact them. Period. Facts. And this does not even touch on the issue of training. We also know that most people will not contact their lawmakers without proper training or preparation. So please, lobbyists, if you are going to tell people to contact their lawmakers, make sure the organizations you are working for have a system to share lawmaker information easily, succinctly, and personally - to set up their supporters and members for success. Otherwise, you are just providing meaningless advice that folks won’t follow. And harming your clients’ ability to be successful and pass their sorely needed policy priorities. If you want to learn how to meaningfully engage your members and supporters in your advocacy campaign, let’s chat. If you are a lobbyist interested in creating a strategic partnership, email me to explore if working together is a good fit.

(AKA: WHAT IS A GRASSROOTS STRATEGIST?) This is probably the question I hear the most from folks. Sometimes it is not so direct, but the intention is the same. WHY DO I NEED YOU? Sounds harsh, but I get it. You’ve been running an advocacy program for years. Your bills progress through the process, you have a key group of advocates you can count on, you even have a few legislative wins each year. You have developed some great legislative champions. You know which lawmakers give you heartburn and which ones will work to move your bills. But do you know your centers of power? Do you know which districts you have solid grassroots support and which districts you need to work on? YOU KNOW IN YOUR HEART THAT YOU COULD DO BETTER. YOU KNOW THAT IF YOU COULD ENGAGE MORE OF YOUR MEMBERS, YOU COULD HAVE EVEN MORE INFLUENCE IN YOUR STATE CAPITOL - MAYBE EVEN IN DC. However, a lobbying strategy is much different than a grassroots strategy. One is a series of linear tactics and the other focuses on engaging beyond the capitol to build power for years to come. A lobbying strategy is focused on moving bills from one point to the next. A grassroots strategy is focused on building the organization’s power. That’s where I come in. I have helped many organizations create an advocacy roadmap that ensures their strategy inspires their members to get involved - and puts them on the road to build power. Don’t just pass a legislative agenda - BUILD POWER & CREATE A MOVEMENT. I can help.

(originally published in 2020) Most advocacy professionals have experience dealing with crises. Especially these days, it seems the advocacy world is operating outside of the “normal” rules. But even this current crisis has tested the most seasoned advocacy and government affairs staff. Keep these tips in mind as you manage your advocacy efforts during this current situation. Get the right people together Identify your audiences Determine your audiences’ needs Track how your audiences respond Be flexible and ready to evolve GET THE RIGHT PEOPLE TOGETHER It might seem like just another thing you need to do, but take an hour to get your key communications, advocacy, membership staff, and any others who share information with your members and supporters. I recommend inviting junior staff to listen to the conversation so they better understand the context of how decisions are being made. During this meeting, determine your process for making decisions, sharing information, and informing and involving everyone. This would be a good time to refer to your crisis communication plan. Take notes and share them after the meeting so you can make sure everyone is on the same page. This should be a document you can refer back to and update as you continue to meet. Another thing you should do that is unique to this crisis is to determine how workflows may change if staff are ill or taking care of sick family members. Hopefully, more than one staff knows how to post on social media or send out a newsletter, but you need to map this out so everyone knows how they can pitch in when needed. IDENTIFY YOUR AUDIENCES Most organizations have different key audiences with whom you are communicating - or need to communicate with. From internal - staff, board, etc. - to external audiences. Map out your external audiences - literally - on a whiteboard. List your communication channels - which ones do you use for which audiences? As it relates to advocacy, think about what you need from your audiences right now and in the immediate and near future. This might involve a discussion about legislative targets, story collections, or sustained engagement - or all three. Don’t forget the media and how you want to engage them in your efforts. DETERMINE YOUR AUDIENCES’ NEEDS - INCLUDING MESSAGES AND CADENCE Your different audiences have different needs. They need different information, at different times, at various levels, from different spokespeople. Some people you’ll need to communicate more with than others and some you’ll just need to update as needed (like the media or funding partners). This discussion will also help you craft your key messages. Your key contacts likely need more information than your base. Do they need a webinar to review the CARES Act and what is coming next? Do you need to prep your grassroots for the next stimulus votes? What is going on with your other policy priorities - are they stalled? Your communication channels will come in handy here. For some things, you’ll need to text your members—quick action on votes, bill passage, etc. For other things, you can use your social channels to communicate, and for longer-form updates, you’ll use your blog or newsletter. TRACK HOW YOUR AUDIENCES RESPOND This is not a guessing game. You can track which messages are most relevant to your key audiences. Follow up accordingly. Use the data to determine how best to move forward. And ask for feedback. This data will become increasingly valuable after this crisis ends and you evaluate your efforts. You’ll have a lot of new data you can use to craft your strategies moving forward. BE FLEXIBLE AND READY TO EVOLVE That leads us to the last point—this is a very fluid situation, and you must be flexible and ready to evolve your strategy and tactics. Maybe this week, you need your people to contact their federal legislators to ensure your needs are reflected in the federal stimulus package; next week, you’ll need to track implementation and start reaching out to state and local lawmakers. Maybe Friday calls for your grasstops and a new slack channel for your emerging grassroots champions could be useful. This situation has also provided some sectors an opportunity to highlight their key messages and leverage new tactics. For example, public health advocates are able to demonstrate how starving public health systems of key funding is exacerbating the crisis. Housing advocates are using this opportunity to make lasting changes in how communities work together to house people experiencing homelessness. If we can use old motels to house people now, can we continue this after this crisis? Some organizations have started having regular briefings with local, state, and federal legislative staff to update everyone. Can this continue (albeit less frequently) after the pandemic passes? Of course, after this crisis passes, be sure to reflect, evaluate, and thank your supporters for their support—we know you’ll need them again.