With a new government looming, even if it’s only a reframing of the existing one, it’s important industry associations are well positioned to engage with key politicians and policy influencers on behalf of their members.

Understanding the policy, political and regulatory context impacting your sector and your members is important, especially in a Covid-19 world where business survival can be influenced by political decisions beyond your control.

But, the business of political decision-making, and the drivers that shape public policy and legislation, can sometimes seem complex.  It’s not always easy for associations and membership bodies to navigate the ‘Wellington Beltway’ and to engage with the right people, at the right time and in the right way.

Just seeking a meeting with the Minister won’t help.  There’s a process to be followed and some rules that should be adhered to.

The rules

Here are some simple rules for effective government relations:

• Know your issue thoroughly.  Be able to articulate your arguments clearly.  Have mitigations ready for counter-arguments.
• Learn the policy- and legislation-making process.  How and where does it start?  How does it progress?  What are the timelines?  Who’s involved?  What are their roles?  Where are the influence points and who are the influencers?
• Understand what’s possible and what’s problematic politically, and in terms of the policy landscape.  Frame your approach in a way that’s most likely to gain traction – don’t ask ACT to increase beneficiary payments, nor the Greens to support National’s roading policies.
• Know the people with whom you need to engage at all levels of the process.  Spend time building relationships.  Wellington runs very much of a who you know basis.
• Always propose, never oppose.  Go to the power-brokers with solutions to your problems; solutions that pass the ‘what is politically pragmatic and practicable’ test.
• Speak truth to power.  Don’t try and ‘spin’ an issue and don’t sloganise.  Be credible and transparent.  This helps to build trust.
• Build a solid and succinct business case that defines the issues and details their impacts, proposes solutions that are evidence-based, quantifies any risks with mitigations, outlines the full cost/benefit argument and explores how the solutions relate to government policy objectives.
• Use the media judiciously to help generate awareness of the issue and the solutions you are proposing.  But never to attack government.
• Build coalitions and support for your cause or argument.  Involve your members where possible; their real-life stories will be powerful. And engage key sector stakeholders.  Motivate them to support you and mobilise them into action on your behalf.
• Don’t forget today’s Opposition Parties.  They could be tomorrow’s government and you may need their support as well.  

Finally, be prepared for things to take time (unless it’s a gun buy-back scheme you are after).

The most recent lobby we undertook for a client took this government’s full three year term to generate the desired result.

Written by Daniel Paul, Director, The PR Company Wellington