Each year, newly elected state policymakers take on the monumental tasks involved with careers in public service. To assist new, up-and-coming leaders, CSG introduces a four-part series, “Lessons of the Legislature.” This series will offer insight on the legislative process from senior state policymakers and veteran staff members. The first part of this four-part series features discussion on constituent relations.
Constituents — they are colleagues, employees, neighbors, peers and even family. A common thread shared by all constituents is their reliance on elected public officials to serve as their advocate, voicing concerns and interests to the government on their behalf.
This challenging task involves communicating with the people elected officials represent to learn and understand how to best serve them in their respective communities. This engagement takes on many forms, including legislative tours, meet and greets, newsletters, postcards, social media, surveys and more.
Although approaches vary, a public official’s forward-facing representation of constituents is key in upholding their role as contributors to a successful democracy. Connecting with the leaders serving them not only builds trust for constituents, but it also cultivates a familiarity that can allow them to view their leaders in a more civil, human manner.
The fostering of these types of relationships requires buy-in from more than just the public official. It’s a partnership. As such, constituents must first be equipped with the proper tools. For instance, educating constituents on the policymaking process, provide program resources relevant to their interests, establish the most efficient lines of communication for yourself and your staff, and make clear what can or cannot be accomplished in your role.
“Connecting with constituents is such an important aspect of being an elected official that I simply encourage [public officials] to not get too busy to do it,” said Denese Sampson, director of constituent services for Georgia Lt. Gov. Burt Jones. “There is a saying from the great tennis player Arthur Ashe, who said, ‘Do what you can, use what you have, start where you are.’ If something doesn’t work, try something else and keep it going until you find what works for you. But it simply must be done. Constituent services
is at the heart of being an elected official, and it would be self-defeating to get too busy, or too important, for it to get the attention it so deserves.”
Sampson, a veteran staff member of the Georgia Senate for more than 25 years, became the director of constituent services after 10 years as Jones’ legislative assistant. This time working together allowed Jones to observe Sampson’s profound ability to manage people and situations. She is one of five legislators and legislative staff to offer their expertise to new leaders on effective constituent relations.
Learn more about the many aspects of constituent relations from Sampson and others in their discussion with CSG.
Educating Your Constituents
ARNDT: It is important for constituents to understand how the legislative process works so that they understand how best to advocate for their issues and have their voices heard. The more they know, the better they can participate in the process and be effective.
LUPARDO: There is enormous value for both sides … I am usually focused on concerns constituents have expressed to me, or on pressing local or state matters. It’s important for them to know that I am actively engaged in problem solving or advancing new initiatives on their behalf. It’s also important to involve constituents in the policymaking process on issues that I need their help with. This is not only to garner their support, but to ask for their assistance in raising awareness about the topic.
SAMPSON: Educating constituents is vital to keeping clear and honest lines of communication with the constituents you serve and the general public. Better informed constituents tend to communicate more effectively and are more likely to show appreciation and offer support. Young and newly elected legislators should have a list of personal legislative priorities, with an explanation of why those priorities should be important to constituents.
Building Relationships
BOWERS: Sometimes our titles get in the way of how people communicate with us, like the titles of senator or congressman. Truly, we are real life people, and that’s what I try to portray here in my district in Kansas of 13 counties … I truly believe the secret of the job is you have to be one of where you come from. It is just that simple when you’re a citizen legislator. You’re communicating with your people just like they’re [your] neighbors, no matter what county they’re in in my district … I’m a car dealer, too, so [to me] constituent service is customer service.
LUPARDO: During the COVID pandemic, we created a program called Nourish New York, where surplus food was purchased from upstate farmers for food pantries in New York City. Afterward, downstate legislators were interested in visiting and thanking the farmers who produced the food, which, in many cases, saved lives in their district. Those relationships have built a deeper understanding of the challenges our farming community is facing, resulting in greater support for the industry.
SAMPSON: Expect for most citizens to be completely unaware of the full legislative process. This lack of knowledge can be an opportunity for connection and should be addressed in a way that is not condescending, but helpful. In my experience, most people are very thankful for gaining knowledge and being enlightened.
Managing Expectations
ARNDT: Even if you are unable to address a constituent’s specific issue, there are likely other resources that may assist them. For example, we may have someone contact us about their unemployment case and the claim is on appeal pending a hearing. Because of this, they in turn may need help with emergency funds for rent or utility assistance. We can direct them to those other resources. You may not be able to address their immediate need, but you can point them in the right direction.
LUPARDO: We always assure constituents that we will try our best to get to the bottom of their personal concern, or will explore pending legislation or other relevant initiatives. We always let them know if we reach a roadblock that cannot be overcome or need more documentation or organized advocacy. It’s of course always more difficult when a constituent is actively opposed to a policy that I support. Some can be more reasonable than others.
SAMPSON: In my experience, constituents are more amenable to listening to ideas they oppose or support in one-on-one encounters. So, if there is a group of citizens together, I would suggest that a legislator to connect with one person, either with a question or statement that can be universally agreed upon, then slowly build consensus from that one connection.
In-Person Interaction
ARNDT: It is impactful to hear stories from constituents in their own words; to learn from their expertise; to understand how a proposal may affect them. In-person communication is more personal. I think the constituents also really appreciate connecting with us in a more meaningful way. It’s informative and we always learn something.
LUPARDO: Over the years, I have sponsored fewer public forums and town hall meetings due to safety concerns. I do however participate in numerous forums sponsored by organizations, and regularly speak to high school and college classes. I also never miss a community celebration or festival. All of this is enormously beneficial.
SAMPSON: I personally believe that scheduling a meeting to speak directly with an elected official is the best way to clearly convey a message or opinion … In-person connections are extremely valuable and preferred. I have worked with wonderful senators who welcome the opportunity to speak with a person who opposes them or downright dislikes them. Those encounters almost always turned into positive experiences, where the person ultimately expresses appreciation and support for the senator. I highly encourage legislators to not shy from those encounters with people who, at first meeting, may not support you or your platform. You may be missing out on an opportunity to flip a person to your side.
Connecting Outside the Legislature
ARNDT: Personalized messaging is very important, especially with the large volume of email messages each office receives. If there is a personal message, it is much more likely to be responded to with a personal message. If we receive hundreds of emails with the same subject line, those may get counted and filed, depending on if they are from constituents, or responded to with the same, non-personalized response.
BOWERS: I do a weekly column. Some of my newspapers — I would say two thirds of them — print it. It’s true news. There’s no spin. It’s not politics. This is what happened in the Senate. Ever since I’ve come in — these past 18 years — I’ve done one once a week.
There are also things like challenge coins. They’re based on the military and are about two inches [in diameter]. Jay Emler, who was formerly the Kansas Senate majority leader [and former CSG National Chair in 2012], had his own coin that said, ‘Senate Majority Leader’ on one side and had the great seal of Kansas on the other. They’re gold and just beautiful. I order and try to give those to veterans, in particular, because they understand their value.
HUNT: I came in right on the cusp of the computer — the electronic era, really, as far as legislators are concerned. Communication was principally by letter, postcard and telephone. We have and still have a legislative hotline and 800 number that people can call. That used to be the preset, preeminent way that people would contact their legislator. We’d have staff answering the phones with a blue sheet for each email that came in that included the caller’s name, address, phone number and issue. Once every day or so, we would get a stack of those blue sheets delivered to our office and we would try to address them by phone, mail or whatever. Now, it’s probably 99% email.
LUPARDO: We now receive hundreds of form letters from constituents on specific topics related to the state budget and pending legislation. We also receive major email blasts from national constituent groups focused on issue areas under consideration in the Agriculture Committee that I chair. For example, when one assemblymember filed a bill that would have banned rodeos in New York, we heard from every cowboy in America. Email is now the main way that constituents communicate with us.
SAMPSON: When I came to the Senate in 1996, handwritten letters were the most received, and responded to, forms of communication. Email correspondence has naturally become the most dominant form of communication. Regardless of the change, people seem to remain very adamant about receiving responses to their emails. And not just a canned response – a meaningful response.
Welcoming Staff Support
ARNDT: We have had legislative liaisons working for our state agencies for many years. They are the first point of contact when we receive constituent casework pertaining to a state agency. Some of the bigger agencies also have a dedicated “constituent services” staff and a process to ensure the constituent inquiry/issue gets to the correct department within the agency to be addressed. It is really valuable to have one point of contact and a process to track constituent casework and ensure resolution.
HUNT: One thing that is a real difference among states is that I have three staff people to assist in what we do — in meeting with constituents and in answering mail. Obviously, it’s close to overwhelming for a new legislator who comes in and tries to figure out, ‘Who do I respond to? Who don’t I respond to? Who do I meet with?’ The inclination is if somebody wants a meeting, I have to set up a meeting. And pretty soon you’re going to back-to-back-to-back meetings for eight or 10 hours a day and you’re exhausted by Wednesday afternoon or before. So, it’s important to have staff to help you.
LUPARDO: Make sure that the person who receives and triages incoming phone calls is trained in handling matters that are often emotional. They are the frontline of the operation and have to express compassion, while being able to cope with angry people who call to vent. We always try to approach everyone who calls with grace, which is sometimes easier said than done.
Have Questions or Seeking Resources?
CSG is here to help. For assistance, connect with us via email at [email protected].