Some say best practice is to have grassroots and lobbying teams separate but equal, meaning greater responsibility for those in field
Erica Farage, IFA
Nov. 8, 2019
By William Ehart
It’s easy to make a lawn look green with a dash of fertilizer, but are you tending the roots year round?
Associations are increasingly recognizing the value of a robust and ongoing grassroots program—and rewarding successful practitioners with higher job titles and more input into overall advocacy strategy. That’s a shift from the previous (and still common) practice of having grassroots managers play second fiddle to the traditional “shoe-leather” lobbyists.
Partly this reflects a new reality: Lobbying based on relationships with elected officials is not enough to achieve association goals in the current political environment.