Articles

Coalition Building:
Why and How To Get Started

By Robert E. McLean
Government Relations, May 2005

With the House and Senate closely divided between Republicans and Democrats, success in Congress these days almost always requires bipartisan support in both chambers. One of the most effective ways of building a broad base of support for any legislative campaign is to work within a coalition of associations, corporations, and unions.

Understanding the pros and cons of coalitions—and knowing the obstacles that can crop up when building a coalition—can help you determine if and when you should join one.

Benefits of coalition building

There are four primary advantages to working within a coalition:

  • You reach more, and more diverse groups of, members of Congress. This is the best reason for small and midsize associations to form coalitions, but even the largest can gain access to individuals who might otherwise be unapproachable.
  • You spread the message, not your budget. Few organizations have enough funds to reach the entire Hill, so joining a coalition can help you spread the word about your issue and related issues. You may also be able to pool funds an ad in a Hill newspaper.
  • You speak with a louder voice. It’s always nice to have a member of Congress as your champion, but getting the congressional leadership’s attention will always be easier when you have the broad-based support of a coalition.
  • You get more attention, especially among those who don’t know you. These days, every vote counts. Reaching every office is essential, and easier, with more organizations.
The potential downside

As beneficial as coalitions can be, they are not always possible or practical for these reasons:

  • You must reach consensus.Where are the common points of agreement? Can you agree to support someone else’s issues, even if they seem insignificant to you?
  • You must compromise—which means someone, if not everyone, will have to give up something. Will your leadership find that acceptable? It’s difficult for most, impossible for many.
  • You may move more slowly.Typically, the bigger the group, the slower the speed. It takes time for everyone to get back to their presidents and board to see if they agree with the coalition’s strategy, tactics, and positions.
  • You may lose issue ownership.The group, not a single member, must lead this parade. You’ll get credit for the work, but you may not get your name in every press clipping.
Finding allies

Once you’ve decided a coalition makes sense and is possible, who will be your partners? There are several ways of finding them. One is a simple Internet search for other groups talking about the same issues. You can also talk with oversight or appropriations committee staffers to find out who else is calling on them. Finally, look for associations in the ASAE directory whose names suggest a likely interest in your budding coalition.

Overcoming obstacles

Once a coalition is created, it’s important to identify possible obstacles and know how to overcome them.

For example, some coalitions work easily together, while others never seem to achieve even minimal progress. Typical obstacles include the large egos of some members who want to be the star of the show. Also, there can only be one person in charge of the parade, but there are usually several individuals who believe they are best qualified for the job.

A common roadblock develops in many groups when substantive differences come to light. This type of obstacle may take a great deal of compromise to overcome—or may even cause the coalition to break down.

Finally, coordinating basic logistics can be a challenge. Pinpointing a meeting date can be difficult with so many calendars to coordinate. Even agreeing on a format for the meeting (call-in conference versus in-person meeting) may be prove challenging.

Communication is the key

Whether building or maintaining a coalition, continued success requires constant communication. Politics, someone once said, makes for strange bedfellows. The same is true of coalitions. To be successful, get to know—and know how to work with—your coalition partners.

Robert E. McLean, CAE, is president of REM Association Services, an association management company located in Arlington, VA (near the nation’s Capitol). He is a former member of the leadership of the AMC Institute and is currently in a leadership role with the American Society of Association Executives. McLean is a registered lobbyist who trains more than 5,000 grassroots lobbyists annually. REM manages numerous nonprofits, including national associations, societies, and foundations. The AMC also has several consulting clients, frequently facilitating strategic planning programs.