Published by Sebastian King, Managing Partner, King and Co LLC
After nearly a decade working within North Carolina’s legislative machinery and helping clients secure over $600 million in state funding since 2021, I’ve learned that success in government relations isn’t about luck—it’s about understanding the system and executing a strategic approach at precisely the right moments.
The North Carolina budget process is a complex, multi-layered procedure that operates on strict timelines and unwritten rules that can make or break funding requests. For organizations seeking state resources, understanding this process isn’t optional—it’s essential.
The Reality of Budget Cycles
North Carolina operates on a biennial budget system, meaning the state adopts a two-year budget in odd-numbered years and typically makes adjustments in even-numbered years. However, this seemingly straightforward process involves multiple moving parts that most organizations fail to navigate effectively.
The budget process officially begins in February when the Governor submits his recommended budget to the General Assembly. But effective advocacy starts months earlier. By the time February arrives, informed stakeholders have already been building relationships, educating key legislators, and positioning their requests strategically within the broader policy landscape.
Where Most Organizations Fail
In my experience, organizations typically make three critical errors when seeking state funding:
First, they start too late. Waiting until the budget process begins is like showing up to a chess match after your opponent has already made half their moves. Successful funding requests require months of groundwork—relationship building, stakeholder education, and strategic positioning within the political context.
Second, they focus solely on the merits of their request. While having a worthwhile project is necessary, it’s not sufficient. North Carolina legislators evaluate funding requests through multiple lenses: economic impact, political feasibility, regional considerations, and how the request fits within broader policy priorities. Organizations that fail to address these considerations find their requests stalled, regardless of merit.
Third, they underestimate the importance of process and protocol. The General Assembly operates according to established procedures, committee structures, and informal networks. Understanding which committees have jurisdiction, who influences whom, and when to engage specific stakeholders can determine whether a request receives serious consideration or gets lost in the shuffle.
The Strategic Approach That Works
Successful budget advocacy requires a comprehensive approach that begins well before the official budget process and continues through final passage. This involves several critical phases:
Preparation and Positioning (6-12 months before budget submission): This phase focuses on building relationships with key legislators, understanding the political landscape, and positioning your request within broader policy discussions. It’s during this period that effective advocates educate stakeholders about the value and necessity of their projects.
Strategic Timing and Presentation: Once the budget process begins, timing becomes crucial. Different requests require different approaches—some benefit from early inclusion in committee discussions, while others are better positioned as amendments during floor consideration. Understanding these nuances requires deep knowledge of legislative personalities, committee dynamics, and political calculations.
Coalition Building and Support: Successful funding requests rarely succeed in isolation. Building coalitions of support—whether geographic, sectoral, or issue-based—creates political momentum that individual organizations cannot generate alone.
Sustained Engagement: The budget process involves multiple votes, committee considerations, and conference committee negotiations. Maintaining engagement throughout this process, providing information when requested, and adapting strategy as circumstances change separates successful advocates from those who simply hope for the best.
Recent Success: A Case Study in Effective Advocacy
Consider our work with the City of High Point’s funding request for Truist Point. This wasn’t simply about asking for money—it required understanding how the project fit within North Carolina’s economic development priorities, identifying the right legislative champions, and demonstrating how the investment would generate returns for the entire region.
The success of this effort—resulting in the highest budget appropriations in High Point’s history—illustrates how strategic government relations can transform ambitious visions into funded reality. But it also demonstrates the importance of professional advocacy that understands both the technical aspects of the budget process and the political dynamics that drive decision-making.
The Cost of Amateur Hour
Organizations that attempt to navigate the budget process without professional representation often discover too late that good intentions and worthy projects aren’t enough. The complexity of modern government relations, the sophistication of the decision-making process, and the competitive nature of funding requests have made professional advocacy not just helpful, but essential.
The financial stakes are simply too high for amateur approaches. A municipality that fails to secure infrastructure funding may wait years for another opportunity. A nonprofit that misses a budget cycle may face program cuts or service reductions. The cost of professional representation pales in comparison to the cost of failure.
Looking Ahead: Trends and Opportunities
As we approach the next budget cycle, several trends will shape funding opportunities in North Carolina. The state’s continued economic growth, federal infrastructure investments, and evolving policy priorities create both opportunities and challenges for organizations seeking state resources.
Understanding these trends—and positioning accordingly—will separate successful organizations from those that remain on the sidelines. This requires not just awareness of political developments, but strategic thinking about how to align organizational needs with emerging policy priorities.
The Bottom Line
Securing state funding in North Carolina requires more than submitting requests and hoping for the best. It demands strategic thinking, professional execution, and deep understanding of how government actually works. Organizations that recognize this reality—and act accordingly—position themselves for success. Those that don’t often find themselves wondering what went wrong.
After helping clients navigate this process successfully for years, one truth remains constant: in government relations, there are no participation trophies. Results matter, relationships matter, and professional execution makes the difference between success and failure.