Government Affairs and Public Policy Audit
**This information is for the private and confidential review by WBA Members ONLY and is not to be distributed.
August 18, 2008
Conducted by Michael Theo, Theo Public Affairs, LLC and 
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Executive Summary
The Wisconsin Builders Association (the “WBA” or the “Association”) is, and has long been, an effective advocate for the home building industry in Wisconsin. The WBA is perceived as a credible source of information on construction and development issues facing the state and has accomplished many public policy objectives for its members through the Association’s successful lobbying and political activities. The trade association’s members passionately support its advocacy efforts and uniformly believe that the first and foremost reason for the WBA’s existence is government affairs. While it does have other functions as well, the WBA’s primary purpose is expected by its members to be government affairs.
Everything else comes second and should either be in support of or not interfere with the Association’s government affairs programs. Even with its many public policy accomplishments, the WBA’s government affairs program is a mature program and, like all government affairs programs, it must be continuously adjusted and fine-tuned – especially if the WBA’s members want to move the organization to an even greater level of effective advocacy. Improving the Association’s effectiveness requires change in three major areas: staff and organization; lobbying and public policy; and, political activities. These changes include:
Staff and Organization
♦Government affairs must be the priority of the Association.
♦Budget and staffing must take into account government affairs priorities.
♦Long-term and succession planning must take into account government affairs priorities.
♦Director of Government Affairs needs to take on higher profile and become the “Voice of Builders.”
♦Director of Government Affairs should manage all lobbying, public policy and political staff.
♦The Development Council should be restructured.
♦Establish a Director of Legal and Regulatory Affairs.
♦Administrative tasks of operating PAC and conduit should be shifted to an administrative staff position.
♦Increase lobbying activity by the Director of Political Affairs.
♦The Association must improve its staffing transparency.
♦Members of the Board of Directors need a clear expectation for participation.
♦To fund government affairs priorities, the Association should look toward increasing non-dues revenue and the number of affiliate members.
♦An action plan must be developed to improve state relations between the state and local associations.
♦Better incorporate local associations in lobbying and political activities.
♦Communications – internally and externally – must improve with other changes.
♦Member interests and priorities need to be regularly monitored.
♦Develop a Leadership 2020 Plan.
Lobbying and Public Policy
♦Building code expertise must be made a priority.
♦Developing a proactive lobbying agenda and public policy priorities.
♦Leverage expertise with agency relationships.
♦Look for other areas to become the expert.
♦A plan for the Building Industry Council must be communicated to members and local associations.
♦Elevate role of BLAR Fund with local associations.
♦Improve process for expending BLAR funds.
♦Enhance local legislative relationships.
Political Activities
♦Initiative to increase volunteer political activities.
♦Initiative to increase fundraising profile at local level.
♦PAC and conduit must maintain their dominance.
♦Support for candidates must reflect the Association’s agenda.
♦Develop a plan to build relationships with Democratic public officials and candidates.
These recommendations build upon the WBA’s past successes and existing perceptions, working together to attain the even more enhanced stature and influence envisioned by the WBA’s leadership.
