Restoring the "Fund" in PAC Fundraising: A Strategic Pivot for PAC Professionals

By Trey Richardson, Managing Partner, Sagac Public Affairs

In the modern political landscape, too many Political Action Committees (PACs) have drifted into a state of "maintenance mode." Whether managed within a corporate government affairs department or a national trade association, these programs often rely on aging donor lists, transactional communications, and a "check-the-box" approach to solicitation.

To restore the "fundraising" in a PAC, leadership must pivot from passive administration to an active, relationship-driven growth strategy. This requires a multi-pronged approach: professionalizing the "ask," leveraging peer-to-peer networks, and deploying a sophisticated multi-channel marketing mix — all while grounding the strategy in the economic realities of the PAConomics framework.

1. The Drift Toward Passive Solicitation: A Long-Term Danger

A significant challenge across both corporate and association PAC management is the slow, often unnoticed drift from active fundraising to passive administration. PAC managers frequently lose sight of their roles as proactive solicitors and instead become overseers of automated systems. They focus on "passive" forms of solicitation — such as generic mass emails, static intranet banners, or annual payroll deduction and dues-billing reminders — that require little direct engagement.

While these tools are necessary administrative components, relying on them exclusively is detrimental. Passive solicitation treats the employee or association member as a line item rather than a stakeholder. When PAC leadership stops personally "making the case," the program loses its pulse. This shift is a primary driver behind the stalled momentum noted in recent decades; while PACs grew by nearly 20% per cycle before 2010, that growth rate has plummeted to a mere 3.1% as programs have become more automated and less personal.

2. Professionalizing the "Ask" Through Data

True fundraising is built on a data-driven segmentation foundation. Far too often, PACs send identical appeals to a C-suite executive and a first-time donor. Putting fundraising back at the center means treating donors like investors. Utilizing donor target scores and engagement history allows for personalized messaging that resonates with a donor's specific interests — whether that is a particular policy issue or the strategic value of political access.

To overcome the current structural slowdown, professionals must move beyond generic appeals and make a highly professionalized, affirmative case for the value of connected PACs and direct giving programs compared to other alternatives. This requires a return to active stewardship where data informs the conversation rather than replacing it. 

3. Synergizing the PAC with Direct Giving Programs

To truly maximize political influence, sophisticated organizations are increasingly combining their PAC strategy with a robust direct giving program. While a PAC provides a transparent, multi-donor vehicle for bipartisan access, direct giving — often through "Major Donor" tracks — allows individuals to build deeper, one-on-one relationships with candidates.

When these programs work in tandem, they create a "force multiplier" effect. The PAC acts as the broad-based foundation of support, signaling industry-wide alignment, while direct giving provides the targeted surgical strike for specific legislative champions. Furthermore, having both options prevents "donor fatigue" by offering different ways to participate based on the urgency of the legislative calendar.

4. The Multi-Channel "Surround Sound" Strategy

To break through the modern "attention economy," a PAC must meet donors where they are. A "surround sound" approach reinforces the message across multiple touchpoints:

• Direct Mail & Email: Direct mail serves as a high-impact, tactile "anchor" for association members, providing legitimacy. Meanwhile, email provides the engine for rapid-response updates and frictionless giving.

• Texting & Phones: SMS and MMS offer unparalleled open rates for urgent deadlines. Personal phone outreach provides the human connection necessary to address objections and build long-term loyalty.

• Events & Meetings: Nothing replaces the efficacy of face-to-face interaction. Special events, such as breakfast receptions or intimate board meetings, provide the exclusive access that remains a primary driver for business PAC success.

5. Leveraging the "Cost of Inaction"

While highlighting positive goals is important, fundraising often finds its strongest catalyst in the "Cost of Inaction." The central finding of 30 years of PAC data is that business PACs do not raise more when the economy is strong; they raise more when policy stakes are high. In fact, above-trend GDP growth actually predicts below-trend PAC fundraising.

To capture prospects’ attention, a PAC must clearly articulate the negative public policy consequences of a legislative defeat — whether that is the threat of new taxes or burdensome regulations. Businesses mobilize most effectively before policy wins; once a victory is secured, urgency — and contributions — tend to moderate.

6. The Power of Peer-to-Peer Networks

The most effective solicitor isn’t a professional fundraiser; it’s a peer. Whether it is a department head speaking to their team or a committee chair reaching out to fellow association members, PACs must empower their "champions." Providing these volunteers with scripts, talking points, and digital platforms removes the friction of solicitation.

Peer-to-peer (P2P) solicitation acts as a trust multiplier. A direct request from a trusted colleague fundamentally changes the donor’s calculus. This approach is particularly effective because it bypasses the "party control" myth; analysis shows that which party is in power has zero predictive value for PAC receipts. Business PACs are bipartisan access vehicles, not agents of ideological change.

7. Demonstrating a Return on Participation

Donors today are increasingly skeptical of "black hole" giving. To bring fundraising back to life, PACs must focus on the tangible outcome:

• Impact Reporting: Use data-driven frameworks to show exactly how PAC disbursements influenced key political and legislative outcomes.

• Capacity Building: Strategic implications suggest that PACs should invest in relationship building when urgency is low. Because fundraising is harder during "boom times," these periods should be used to solidify the donor base for the next high-stakes cycle.

Conclusion: The Outlook

As we move through 2026 and look toward the 2028 cycle, the environment is ripe for a fundraising resurgence. While the economic trajectory remains a wildcard, the legislative agenda is highly active — with major battles over taxes, trade, and energy looming.

Revitalizing a PAC’s fundraising engine requires a departure from the status quo. By moving back toward active fundraising tactics, leveraging both PAC and direct giving tracks, and highlighting the high stakes of policy consequences, corporate and association PACs can move from surviving to thriving. It isn't just about collecting checks; it's about building a community of stakeholders who understand that their political investment is a vital safeguard against unfavorable policy shifts.

About Trey Richardson

Trey Richardson is the managing partner of Sagac Public Affairs and a seasoned expert in political finance, PAC management, and strategic advocacy with 40 years of experience. He serves as the Chairman of the American Association of Political Consultants (AAPC) Foundation and has influenced political fundraising and communications for hundreds of corporations and trade associations nationwide. A prolific author and strategist, Richardson is widely recognized for his development of the PAConomics framework and his leadership in navigating complex government relations landscapes.