Over the past 16 years, I’ve noticed something interesting about election years.
The organisations that achieve the most aren’t necessarily the ones with the biggest campaigns, the strongest media presence or the largest advocacy budgets. They’re usually the organisations that have done the preparation before everyone else starts scrambling.
With Victoria heading to the polls in November, many organisations may feel there is still plenty of time as five months can sound like a long runway.
In reality, this is often the period that determines whether an organisation enters an election year with a clear strategy or finds itself reacting to events as they unfold.
This election is shaping up against a backdrop of ongoing cost-of-living pressures, growing demand across community services, continued challenges in housing and healthcare, and increasing pressure on government budgets.
At the same time, Australia’s political landscape is becoming more complex, with voters increasingly willing to consider alternatives to the major parties and a broader range of voices shaping public debate.
For not-for-profits, peak bodies and purpose-led organisations, that creates both opportunity and competition. While every organisation’s circumstances will be different, there are several practical steps organisations can take now to ensure they are well positioned both during the election campaign and beyond it.
Decide what success looks like
One of the most common mistakes organisations make heading into an election is trying to pursue too many priorities at once.
It’s understandable as most organisations are dealing with multiple challenges and advocating on behalf of communities with diverse and often urgent needs.
Yet one of the realities of election periods is that decision-makers are presented with more ideas, proposals and requests than they can reasonably act on. Organisations that are able to clearly articulate their most important priorities are often the ones that gain the greatest traction.
The strongest election asks are clear, practical and easy to understand. They explain the problem, propose a solution and demonstrate impact. Most importantly, they can be communicated consistently by everyone across the organisation.
Build the evidence before you need it
In a tighter fiscal environment, governments are under pressure to justify every investment. Organisations should expect greater scrutiny of proposals, particularly where funding is involved.
The good news is that many not-for-profits already have access to powerful evidence.
Service data, waiting lists, workforce pressures, community feedback, research and case studies can all help build a compelling case for change. The organisations that are most effective are able to demonstrate both the scale of the issue and the practical impact of the solution they are proposing.
Map influence, not just stakeholders
When organisations think about election engagement, they often focus on ministers, shadow ministers and party leaders. While these stakeholders remain important, influence today is far more distributed than it once was.
Local members, advisers, candidates in key electorates, crossbenchers, minor parties, local government leaders, community advocates and sector allies can all play a role in shaping conversations and elevating issues.
One of the most useful exercises organisations can undertake right now is mapping not just who makes decisions, but who influences them. The organisations that understand this broader ecosystem are often far better positioned than those focused solely on formal decision-makers.
Related story: How to improve your government relationships strategy
Invest in relationships early on
The most consistent lesson I have seen over the years is that successful advocacy is built on relationships. Yet many organisations only engage when they are seeking support, funding or policy change.
The months before an election provide an opportunity to do something different.
- Invite local MPs to visit your services.
- Share community insights and emerging challenges.
- Provide briefings on issues affecting your stakeholders.
The goal should not always be to secure an immediate commitment. Often the most valuable outcome is ensuring decision-makers understand your organisation, trust your expertise and recognise the contribution you make to the community.
Get your board and spokespeople election-ready
Election engagement is often viewed as the responsibility of communications, advocacy or government relations teams. In reality, it should be an organisation-wide effort.
Boards should understand the organisation’s priorities, advocacy approach and desired outcomes. They should be clear on where the organisation will engage publicly and how it will maintain a non-partisan position. Similarly, spokespeople should be prepared for increased interest from media, candidates and stakeholders.
Plan for the government that emerges
One of the biggest misconceptions about election engagement is that success is measured by what happens during the campaign.
However, after the election there will be new ministers, new MPs, new advisers and new opportunities to influence policy. There will be implementation discussions, budget processes and policy reviews.
The organisations that achieve the greatest long-term impact are already thinking about what happens next.
- How will you engage with the incoming government?
- What relationships need to be built or strengthened?
- What information can you provide to support implementation of commitments?
- How will you maintain momentum after the election?
Ultimately, election engagement is not solely about securing a headline or a commitment during a campaign. It is about ensuring the experiences, challenges and aspirations of the communities we serve are understood by those making decisions on their behalf.
For not-for-profits, peak bodies and purpose-led organisations, the months ahead present an opportunity to do more than advocate for funding or policy change. They are an opportunity to strengthen relationships, sharpen priorities and position your organisation as a trusted voice on the issues that matter most.
Jo Scard, Founder and CEO of communications and engagement agency Fifty Acres, has over 20 years’ experience in communications, corporate and political advisory roles and journalism making her one of Australia’s foremost strategic advisers. A respected former journalist in the UK and Australia Jo has worked with ITV, Associated Press, Seven Network, SBS, ABC and Fairfax. Jo has been a senior adviser to the Rudd and Gillard government’s and to the British Labour Party. A trained lawyer she is a Member of the NSW Council of the Public Relations Institute of Australia and on the Boards of Fitted for Work and Hockey ACT. Jo started Fifty Acres over ten years ago because she wanted to create an agency that supported flexible work and that was motivated by strong values and work in the for-purpose sectors.
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