Why start a bipartisan firm when Republicans control the entire US government? Well, the two of us have been in Washington, DC, for a combined 40-plus years, and the only constant is change. That applies not just to who holds the levers of power, but to the shifting coalition partners and stakeholders that are never quite on the right or left.
When an organization looks to hire a lobbying firm, it generally considers several core competencies: policy expertise, knowledge of the process by which policies are enacted, and an understanding of the players that care about those policies. These factors are particularly important for organizations seeking to execute long-term bipartisan strategies.
Policy Expertise
As former senior legislative staffers, we know first-hand that the firms that distinguished themselves and lobbied us successfully when we worked in Congress were those that were reputable in their respective policy field and could effectively make the case for the proposal they were seeking.
Staff with significant responsibility and demands on their time will expect you to have done your homework and to be able to outline a proposed policy’s positives and negatives. Lobbying firms with substantive policy expertise are going to be considered much more credible by legislators and their staff, providing an important advantage when seeking support for a proposal.
Many organizations also have a blind spot on the downsides of proposals they are advocating for. Understanding how their proposals can achieve the goals they set while avoiding political landmines is a difficult needle to thread and requires significant expertise. That’s where a bipartisan lobbying firm with broad policy acumen can step in and provide guidance.
Policymaking Process Experience
Knowing when, where, and how to insert yourself into the legislative or administrative process is one of the core functions of external lobbying firms.
For example, organizations generally don’t have the specialized knowledge of how the House Ways and Means Committee and the House Energy and Commerce Committee have very different cultures and legislative processes. Understanding the outsized role the Joint Committee on Taxation plays in writing tax legislation, being aware that the Energy and Commerce Committee conducts subcommittee markups, and knowing that the Senate Finance Committee does “conceptual” markups will all influence strategy. Each committee works differently with their counterparts in the political minority, and each committee will advance policy proposals differently.
Similarly, it’s critical to understand the regulatory process, especially when organizations seek to affect upcoming regulations. While the political appointees change in the executive branch, the career officials remain core to the process of how policies are implemented—even under the current administration. The legal authorities underlying statutes, the application of the Administrative Procedures Act, and all sorts of regulatory considerations will continue to bedevil future administrations.
That’s why knowledge of congressional and agency processes will always be valuable. As former Energy and Commerce Committee Chairman John Dingell said, “If I let you write the substance and you let me write the procedure, I’ll screw you every time.”
Understanding the Players
To execute a successful bipartisan strategy, you must first understand the key players and the evolving political playing field—starting with the current environment.
Even as Republicans have gained control of all branches of federal government, the Trump administration has shifted the Republican party and its influential stakeholders. There’s no better example than International Brotherhood of Teamsters President Sean O’Brien going from a near-fistfight in a Senate Committee hearing with a Republican senator to later being a Republican-called witness before that same committee. It’s vital to have an insight into how these formerly core Democratic constituencies—now up for grabs—interact with policymakers in both parties.
The power players inside the administration and Congress are constantly changing. Navigating those dynamics is essential as an organization seeks to build relationships and promote their policy priorities.
Long-Term Strategy
Most organizations seeking to establish or revamp their presence in Washington generally have a long-term outlook for achieving their objectives. As such, it’s fundamental to develop a bipartisan plan. No one knows what the future will hold. Congressional majorities are fleeting, power waxes and wanes, and players change. Being able to speak to all sides persuasively is invaluable, especially as an organization looks to execute a long-term policy strategy.
A bipartisan firm will always have a crucial role to play in guiding a successful strategy. A firm with credibility and trust on both sides of the aisle can make sure there are no blind spots as it advances its client’s policy priorities in Congress.
This article does not necessarily reflect the opinion of Bloomberg Industry Group, Inc., the publisher of Bloomberg Law, Bloomberg Tax, and Bloomberg Government, or its owners.
Author Information
Ted McCann is co-founder of CM Strategic and former senior adviser to House Speaker Paul Ryan (R-Wis.) and staff director for the House Ways and Means Social Security Subcommittee.
Jorge Castro is co-founder of CM Strategic and former Counselor to the IRS Commissioner and tax counsel to senior Democratic members of the Senate Finance Committee and House Ways and Means Committee.
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