The beauty of the federal budget process is that no one really knows how the budget works. There’s a great scene in, the much bemoaned, season 5 of The West Wing where Josh Lyman relays just that sentiment. And I’d argue, that at the federal level, not much has changed since that episode aired.
Contrary to popular thought, the American government doesn’t have a single line-item budget like you’d expect for any other enterprise. The voluminous proposal offered by the Executive Branch each year is precisely that, a proposal. Congress, holding the ultimate power of appropriations, is on the hook for developing federal spending plans on an annual basis through a series of omnibus spending bills. Each of these represents only a portion of total federal spending. They are developed separate from each other; and while not quite done in a vacuum, there is certainly a disconnect.
But as complicated and unknowable as the federal process may seem, our individual state budgets fall much more clearly into the realm of the comprehensible.
I asked Abe Jacob to sit down and share some perspectives on how advocacy groups can best leverage themselves through the state budget process here in Ohio. We talked at length about how groups can maximize the likelihood of their policy initiatives being enacted through this “must-pass” legislation. I hope you enjoy this excerpt from our conversation on this topic:
LC: Abe, if you had one observation to share with the readers about the state budget, what would it be?
AJ: I’d say to they need to keep in mind that the process is fluid.
Many organizations focus on the “as introduced” version of the budget. This is the version presented by the Governor and their team. If your proposal is included in this version, you are much better positioned to survive the long negotiations of the state budget process. By no means are you “safe” in this version – especially when you consider the impacts of things like a global pandemic on public budgeting – but you are maximizing your opportunities to remain at the table.
But even if you aren’t included in that “as introduced” version, you have opportunities within both houses of the legislature to have your proposal included as an amendment. Too many organizations fail to effectively navigate all of these opportunities to leverage their champions to keep their initiative positively supported in the ways you need to have your proposals implemented.
LC: Ok, so the process is fluid, but how do organizations who can’t afford a lobbying team stay on top of the debate? I’m thinking specifically about non-profits here. How do organizations with limited resources, and many other demands on their time, stay competitive in this sphere?
AJ: The easiest way is to invest in decent media tracking – and that doesn’t mean you have to break the bank.
Let’s face it, most non-profits won’t have dedicated staff resources devoted to legislative work. And if they can’t afford the services of a lobbying firm, that will place them at a disadvantage in the budget process. But they can use existing services like GONGWER here in Ohio to stay on top of the latest issues.
GONGWER compiles more than just headlines. It also tracks legislation through the entirety of the process and can help you better understand the committee process. There’s no perfect system, but for organizations that are already stretched thin, a subscription like this can go a long way in helping you be proactive through the fluidity of the process instead of reactive to it.
LC: So, let’s talk about that fluidity with a little more granularity. Who are the key players and what are the key committees that organizations should target for engagement? Let’s assume their proposal hasn’t been included in the “as introduced” version.
AJ: In large measure, I don’t think organizations need to overthink this – the committee process in Ohio is *mostly* straightforward.
Budget related issues flow most directly through the House of Representatives Finance Committee. This is a coveted committee assignment because of that. You may see a need for some issues to work with other committees on specific issues, but in large measure the Finance Committee and its subcommittees will be your bread and butter on the budget.
Organizations need to do a better job honing relationships with that committee chair like they generally do with other committee chairs. And then, of course, other key leadership position holders in the chamber: Speaker, Whip, etc. Those are the folks who influence the calendar, debate, and the like. Especially in the era of term limits, these leadership positions hold significant sway. Your conversation will likely bounce between all of these key players as they look to each other for counsel on budget priorities.
I’d encourage advocacy groups to look soberly beyond their existing champions. Those champions may not be properly placed for a budget push. In that case, you may be looking at a multi-year, multi-term plan to engage the appropriate influencers.
LC: That’s a really great point, Abe. And I’d like to wrap with this question to build on it. If you wait until the budget has been introduced to propose an agenda item, have you already lost?
AJ: Maybe, but maybe not.
The process, like I said earlier, is fluid. There are other opportunities in both chambers to interject with new ideas. But I would argue you’re in a far more defensible position if you begin targeting the administration and likely leaders on your issues at least 6-12 months before the next budget cycle. Successful advocacy is built on solid education surrounding your issues. If you don’t start that early, you’ll still be spinning your wheels while others are nearing the finish line.
And that’s what I’d end with: introducing legislation is only the beginning of the formal legislative process. Our work starts long before and is built on what your readers have come to hear often: relationship building and storytelling. Those educational pieces have to start long before the budget cycle.
I hope you enjoyed these insights! I’m grateful for Abe continuing to contribute his voice to the community – and I know he’d like to hear your thoughts on his observations. Consider dropping a line in the comment section below. Do you have questions you’d like he and I to cover in the future? You can send those to luke@partofthepossible.com.
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