How Can Association Executives and Government Affairs Directors Best Work Together to Maximize Their Association’s Advocacy Impact?

Great question! Strong collaboration between AEs and GADs is essential to advancing advocacy goals and delivering member value.  At its core, successful advocacy is a team sport, and when AEs and GADs work in sync, the entire association wins.

We invited four GADs—Betsy Bradfield of Georgia, Dahlia Brown of Texas, Neeley Erickson of Illinois, Lacey Everett of Indiana—to talk about their advocacy work (see more information on each below).

Bradfield: A state law change can alter the work we all do in an instant. Having a supportive and present AE makes a world of difference to a GAD, giving them flexibility and confidence to represent their association while knowing they have the backing of their AE. AEs are also key in helping to identify members—who may not see themselves as politically involved—and nudging them toward government affairs committees and other opportunities. 

Brown: Over-communicate! Please include us in all relevant communications so we’re fully aware of the benefits and opportunities being shared with members. We love incorporating nongovernment affairs talking points into our messaging. This helps position us as a resource for everything happening within the association— not just RPAC fundraising or advocacy. When members see [GADs] as a true, multifaceted benefit, it strengthens engagement across the board. 

Our goal is to make advocacy effortless for members, always tying issues back to how they impact business. We can even create government affairs drip campaigns that members can share with clients. 

Erickson: An AE’s presence at council hearings and events brings credibility to our work. While GADs are often the public- facing voice on policy, AEs are the local face of the association— recognizable, trusted and deeply connected to their communities. Their relationships help GADs build trust quickly, especially in areas we may not work in regularly. In Illinois, members benefit not just from one GAD but from a full team of 10. We operate as a brain trust, sharing strategy and solutions across regions and at the state level, which allows us to respond quickly and effectively. 

Everett: GADs and AEs are most effective when they approach their roles as a partnership. If handled intentionally, the roles complement one another and strengthen the association. AEs can help cultivate this partnership through regular communication and collaboration and by celebrating advocacy wins together, from fighting burdensome regulations, restrictions and fees to championing efforts to increase housing options. 

What else should AEs know about GADs? 

Bradfield: It is crucially important for a GAD to have the opportunity to communicate to the general membership, especially while strategically planning for the future. This helps to generate interest in RPAC, and it is important to communicate that advocacy is one of the core member benefits your association provides, especially as associations have to prove their value now more than ever. 

Brown: Most GADs are multitaskers and high achievers. Don’t hesitate to loop us into various aspects of the association— we’re eager to collaborate! That said, we’re unique creatures. Our schedules may not always align with standard office hours due to city council meetings or legislative marathons. Just know that even when we’re not physically in the office, we are working—often deep into the night—to protect and promote the interests of our members. 

Erickson: We’re also a valuable bridge to National Association of REALTORS® grant opportunities and other tools that can support local educational programming, community outreach and member engagement. When GADs are looped in early, we can help connect local initiatives with funding and program support beyond traditional advocacy efforts like campaign mailers or issue mobilization. These connections help associations deliver more value to their members and communities. And none of this would be possible without RPAC. It fuels our advocacy, builds relationships with elected officials, and gives us the flexibility to respond swiftly when threats—or opportunities—arise. 

Everett: A lot of what we do includes investigation, scrutinization, strategy and creativity. AEs can benefit from this skill set by including GADs in strategic planning efforts and community engagement. GADs can also help diverse groups find common ground, build consensus and find ways to reinforce the association’s reputation and impact.