Since my blog post on the live export ban and my suggestion that the industry’s government relations strategy was in part to blame for it, I’ve been asked how I would have handled the situation.
Rather than do that (because I have no knowledge of that specific case) I thought I’d share with you how we do government relations at Flourish.
These are general tips and are relevant to local scout groups wanting more funding from local government to an industry body wanting policy change at the State or Federal level.
Understand the “relations” in government relations
Politics is all about relationships. If you build relationships with honesty and transparency, you will find all the other stuff comes pretty easily. Always think about what they NEED from you. This is usually information to assist in policy formulation, but also may include a willingness to collaborate or an acceptance of compromise. You can then determine where you stand and how your relationships can be built.
Tip – Be nice to everyone
The sensitive nature of political offices often means they promote staff from within. The receptionist you have always treated like dirt will likely turn up as an adviser just when your biggest issue hits.
Understand what’s motivating key decision makers.
Are they dealing with a budget “black hole”? Do they need to win key seats in certain areas? Are they implementing election commitments? Do they have to deal with Independents? Understanding the government’s motivation will help you determine where your objectives sit in the broader policy framework and you can plan accordingly.
Tip – Always remember “politics is the art of the possible”
You won’t win on every issue, in fact sometimes you’ll be asked to compromise and STILL get traded off for an outcome somewhere else. Just remember to keep your eye on what’s possible and continue to engage.
Define your objectives
In other words, understand what you want to achieve. Objectives are easy to define when you want policy changed. Essentially, you ask – did we win? And you should also ask “did we make new friends along the way?”
Influence as an objective is a trickier beast to tie down. You could commission research to get an idea of your standing in certain sectors. But I like to use simpler (and cheaper!) measures. I’ve defined success as a Departmental official ringing me for comment on proposed legislation. Sometimes it’s the ease by which you can gain an appointment with the Minister or his staff. Success is being recognised as the key representative body for your industry. Being invited to sit on government advisory panels or asked to lead programs in your industry are great indicators of success. Other times it’s what other groups are saying about you that infers your level of influence. Think about what you want, both short term and long term.
Tip - Always start engaging early, before you have any major policy problems.
Otherwise you’re playing catch up to the other groups already in that space. Think about the groups you’re involved with today – who could you reach out to?
Identify the key decision makers in your policy space
When there’s little money around (agriculture!) it pays to plan your government relations strategy carefully. Identify those members of parliament and departmental officials with responsibility for the legislation and policy areas that govern your industry. Identify those members of parliament who represent the areas within the geographic spread of your industry. Identify those members of parliament who may represent areas impacted by the actions of your industry (important!). Then focus on them in the first instance. Success is not having met 30 MPs over 3 days. Success is more likely having a small number of important and influential advocates in Cabinet.
Tip - Don’t forget metropolitan Members of Parliament
Agriculture spends a lot of time shoring up support from the Ministers for Agriculture and the Environment and we focus on our relationships with rural MPs. But most welfare and environmental campaigns are run out of metro seats. You need to make sure their MPs are aware of your side of the story too.
Be proactive and available
If there’s some bad news on the horizon, (or in your inbox) make a call. The worst thing you can do is hide and hope it goes away. You do not want your supporters in government being caught on the back foot and relying on your opponents for information.
Ok, so you didn’t MAKE the call. Make sure you TAKE the call, because you will get one! And make sure you have something constructive to say.
In these heighted situations, don’t call your opponents idiots or ignorant. It's rude (and do we really need to stoop to that level?) and you’re not contributing to the debate in a meaningful way.
But most importantly, you’re not giving key decision makers any information they can use to support your cause. It’s true what your mother said - honesty is the best policy.
“Yes, we may have a problem. Can we please work with you to be part of the solution?”
Tip - Be proactive about the good news too!
We all know about agriculture’s reputation for “whinging.” Make a concerted effort to pass on good news too, usually at a Departmental level. This could be as simple as local rainfall events, regional crop predications or international price movements. Not only does this tip the balance away from bad news, but provides some industry intelligence to a departmental official who will appreciate the heads up – relationships remember!
Yes, don’t forget Departments!
You all know that Departments are responsible for providing advice to their Minister. But did you know many Ministerial offices send correspondence and some meeting requests straight to the Department for response? Therefore you need to make sure the departmental officials in your policy space know who you are and are well informed about your industry.
Tip – Departments are interested in the technical detail
People bemoan the fact that departmental officials are “overly bureaucratic” but that can work for you. When an issue is politically difficult, you may still be able to win the day (or concessions) on making a strong technical case to those who are responsible for drafting policy and supporting legislative instruments.
Support those that support you!
I am astonished how often groups work really hard at getting their issues on the agenda, but when it gets into the public arena, they go to ground. If the government (or opposition) take a stand on your behalf, you need to be standing next to them. You need to thank them for taking on your issue and you need to run interference on any person or group trying to bring them down, even if this means upsetting your local member of Parliament with whom you have a close industry relationship. I don’t deny that getting that balance right is one of the hardest parts about government relations. But if you’ve been open and honest with everyone about what your industry needs, you have solid ground on which to stand.
Tip – In politics, memories are long and grudges are held.
‘nuff said!
