One might think that federal advocacy starts when a delegation arrives in Washington, takes photographs at the Capitol, visits the congressional offices, and holds discussions with federal agencies; however, those activities involve only a small portion of the process.
Weeks or even months of work had already been carried out before the first meeting: this involved identifying local priorities, examining the projects, preparing the briefing materials, coordinating the participants, and establishing relationships.
Last month, I went to Washington with a delegation from Brownsville to take part in a number of federal meetings. The aim was not merely to attend these meetings but also to secure federal partnerships, promote our infrastructure priorities, and put our community in a good position to take advantage of long-term opportunities. Perhaps just as important as the discussions that take place in the room are the preparations made before the meetings and the actions taken after them.
Effective federal advocacy usually starts at the local level. Since not all local problems need a federal solution and not all projects are suitable for federal participation, the first thing to do is to understand the necessity, the present stage of the project, the amount of local investment that has already taken place, who the beneficiaries are, and what particular federal action could assist in moving the project forward.
The most substantial debates that take place in Washington generally start with a well-defined objective, not just a wish to arrange a meeting.
Local priorities are more likely to become important when they are also linked to wider national interests. A freight-mobility project might start out as a local transportation need but can also have an impact on cross-border commerce, the reliability of supply chains, and the movement of goods throughout the country. Broadband infrastructure can affect education, health care, public safety, economic opportunity, and competitiveness.
Brownsville and the Rio Grande Valley are becoming better placed to establish those links. The growth in the aerospace sector, in defense, in advanced manufacturing, in international trade, in infrastructure and in cross-border commerce coincides with federal priorities relating to national security, supply chains, economic competitiveness and infrastructure resilience.
Although the opportunity is important, the case still hinges on reliable data, the readiness of the project, and tangible results.
It is not essential for productive federal meetings to have the highest-ranking official present. Usually, it is the congressional staff, the employees of the agency, the program officers, and the technical experts who have the best understanding of the funding programs, the regulatory requirements, and the next steps open to a community.
Just as much importance is attached to preparation within the delegation. The most effective meetings will have a clear aim, the appropriate technical expertise on hand, a definite request, and a message which everyone understands.
Simple materials are important as well; a carefully prepared one-page summary is often more useful than a long presentation, especially if a planned 30-minute meeting turns out to be only 15 minutes in duration. That's why Washington values clarity.
It usually takes more than one meeting to earn trust, and it's hard to build a relationship when the first conversation doesn't happen until something has already become necessary. Credibility is developed over time because of regular communication, providing project updates, being responsive, following through on commitments, and giving federal officials the opportunity to get a first-hand understanding of the community.
That point was further stressed in a recent talk that I had with Anthony Foxx, who had previously been the U.S. Transportation Secretary. He pointed out two lessons which are especially relevant to cities that are operating in Washington. First, communities should consider technical assistance and other federal resources in addition to traditional competitive grants, as these may help move projects forward and put them in a better position to access future funding. Second, the city’s standing in Washington has developed gradually. Federal agencies and congressional offices keep in mind those communities which perform well. Each project that is completed becomes part of the city's record and thus enhances its credibility, as well as helps to secure future opportunities.
Brownsville is experiencing considerable change, and the Rio Grande Valley is now increasingly featured in national discussions concerning international trade, infrastructure, aerospace, defense, advanced manufacturing, and cross-border commerce, opportunities which it would have been difficult to imagine just a generation previously.
However, policymakers in Washington will not immediately grasp the region's potential or the pressures associated with rapid growth, and it is therefore essential that this story be communicated in a clear, credible and consistent manner. Once a delegation has returned home, their work by no means ends; instead, requested information is given, funding opportunities are kept under review, the applications are improved, the commitments are followed up, and the relationships keep on developing.
It is almost never the result of just one meeting for major infrastructure projects and federal investments; more typically such projects come about after continuous effort over months or even years. The photographs record the meetings, but they fail to show the departmental coordination, policy research, briefing preparation, scheduling, follow-up, and relationship-building which enabled those meetings to take place.
It cannot be said that effective government dealings consist merely in going to Washington; one must know why one is there, who it is that needs to hear the message, what specific action is being asked for, and carry out the necessary work well in advance of the plane leaving the Rio Grande Valley.
Editor’s Note: The above guest column was penned by Rogelio Ernesto Chanes, intergovernmental relations manager for the City of Brownsville. Chanes has more than 15 years' experience in legislative, governmental, and community matters, having served in the Texas Legislature and having been involved in presidential campaigns and advanced political operations. His career has covered the local, state, and federal levels. The opinions set out above are his own.
