Technology and Political Operations

Quick disclaimer: I am employed as a PAC consultant at Vocus, a company mentioned in this article.

The article linked below from Personal Democracy Forum does talk about the use of software to manage political action committees. A helpful tool to be sure, but as one person in the article commented, there are tools for different functions. Companies should take care that they are using technology for the right reason, not merely because they think they should.

To be honest, in nearly 10 years of political activity, I have noticed that government relations and lobbying fall into one of two traps. First trap, people believe that a technologies tool, like Vocus GR5 or other tools will suddenly help them do their job better. Second trap, fearing technology, some groups shun it, using technology only when forced to by regulatory needs. Both traps are dangerous but surprisingly lead to the same end, a government relations program that is too expensive and not effective.

technology is a wonderful tool in the political realm. It can and does speed communications, it can manage vast sums of data and can make analysis of that data more effective and easily understood. Technology acts as a force multiplier, it is not a substitute for force. Failing to understand what technology can do for a government relations effort is the first trap. Many organizations believe and think, "Wow, we just spent $30,000 on a new software packages--we should be rocking now!" The problem is they don't.

As I said, technology is a force multiplier, a good software tool or a fabulous website do nothing for your organization if you fail to first develop a solid plan and program. The most successful government relations operations have a solid grassroots, PAC and lobbying organization in place. They have developed a strategy for going forward, a strategy that will, if successful achieve their legislative and lobbying goals. They have a clear message, they have clear targets and a clear understanding of the resources, both financial and human, available to them. Once a plan is developed, they look at the technology tools available to them and integrate the technology into their plan--they don't substitute technology for a plan.

A great deal of skull sweat needs to be expended to have a solid programs underlying your technological efforts. A fantastic grassroots software (like the aforementioned Vocus GR5 or DDC product) is a $30,000 investment wasted if there is no grassroots program in place or even in development. In short this trap fails to grasp that government relations is a business about people and relationships. Technology does not replace the human element.

The second trap is what happens when some government relations experts either instinctively understand they need good programs and thus don't buy a software thinking it just a gimmick or they fear the technology.

This second trap illustrates the classic misunderstanding that technology is a hindrance in human relationships. Failing to understand how technology can be a force multiplier means that this second victim spends far too much time in efforts that are not productive. They lobby where they don't need to, they try to activate a grassroots network hopelessly out of touch. They lack the data to analyze and thus expend effort trying to collect institutional and personal knowledge in an endless series of meetings. Those who are unwilling to accept technology as an aid, spend more money and effort tilting at windmills.

The first trap expends money foolishly on technology in the hope that the technology will magically enable their programs. The second trap spends money spinning their wheels in a endless loop of ignorance.

Technology supports proper government relations efforts without having to re-invent the wheel. Some business processes are affected, but the cumulative effect of those changes is small when compared the impact those changes make. For example, if your government relations software enables you to track lobbying meetings, phone calls and emails with legislators and staffers, you can compile that information on a weekly or daily basis for disseminating. Plus you can revisit the data later, analyze, see what works and what does not. But in order for that software to work, you have to get people using it. In short, you have to train people.

Imagine this scenario. You are a lobbyist for a large corporation. Before your daily round of meetings on the Hill, you collect a profile of each office you are visiting. You can find out how many contacts you have made to that office on your issues, including which staffer was contacted, what white papers and talking points you have given to the office, along with the number of employees in that district, the names of key employees in that district, how much your PAC has given in the past three elections, and the number of times constituents have contacted that office. All of this on one or two pages for each office. That is the power of data.

While you can have all the data in the world at your fingertips, you can't succeed without a good message and a good message is the one thing a good software program can't provide. Technology is a tool, a force multiplier, but it is no substitute for good skull sweat. Technology just allows the skull sweat to be expended on matters of greater import.

Software Helps PACs Track Never-Ending Cash Flow Personal Democracy Forum