Victorian leadership spill opens the door for NFPs

In a few chaotic hours last month, former premier Jacinta Allan was replaced by her once-loyal deputy Ben Carroll, and not before a messy last-minute standoff by Allan loyalists derailed attempts at a smooth transition.

Since his elevation, Carroll has already moved to demonstrate his different approach by announcing a royal commission into corruption in the construction sector, centred on the CFMEU and the state's Big Build program, in which billions of dollars are estimated to have been diverted into the hands of criminals. He's also announced a refreshed and smaller ministry.

Sector experts say this sort of upheaval is a timely reminder to all not-for-profits, wherever they are in Australia, to fine tune their political and advocacy strategies ahead of the next election affecting their region.

Among the early movers into the fray this week was the Victorian Council of Social Service (VCOSS), which launched its election platform noting that the basics of a “dignified life” were increasingly out of reach for many Victorians.

VCOSS chief Juanita Pope said the system “has not kept pace with need” and the community sector was left “holding much of it together, often without the resources to do so sustainably”. The council’s platform lays out “policy recommendations for how all Victorian political parties can confront and answer these challenges”.

It's not too early for NSW organisations to begin their run-up now for the March 2027 election, with 20 parties recently registered to contest that poll.

Relationship building is the key

Neil Pharaoh, co-founder of Tanck, which specialises in government engagement for the sector, said elections were one of the few times decision makers were seeking new ideas, partnerships and evidence from the community.

"Every ministerial change and election creates a reset," Pharaoh said.

"Candidates, advisers and shadow ministers are spending more time in communities, asking more questions and listening more closely than they will for much of the parliamentary term."

But he also suggested the most effective NFPs, charities and for-purpose groups will have already done their homework.

"If you're waiting for the election campaign to start thinking about government engagement, you're already behind. Election campaigns are the time to execute a strategy, not create one."

"The biggest mistake organisations make is treating elections as a funding opportunity. The best organisations treat them as a relationship opportunity. Funding often follows trusted relationships, a clear value proposition and sustained engagement."

He said the most influential groups were not always the noisiest advocates, but those who were best prepared, were most credible and tended to engage well before an election was called.

Turn the moment into an event

David Crosbie, chief executive of the Community Council for Australia, said the timing of the Victorian election, which is due in late November, gave charities and NFPs an opening to act on immediately.

"With an election within five months, the new premier will have to start campaigning straight away, and that will mean new opportunities for charities and NFPs," Crosbie said.

He recommended organisations build what he called an "information platform" – a reason to bring politicians to their door. That could be new research, a program change, a new service, an award, or the anniversary of an important event.

"At these events, politicians will typically look for opportunities to build local support through making announcements – new policies, new funding, renewed support, as well as seeking good picture opportunities," Crosbie said.

He said organisations that could offer politicians those elements, alongside a supportive crowd, were well placed to invite the new premier and other MPs to advocate directly for the causes that mattered most to them.

Getting the outreach right

Jo Scard, chief executive and founder of the communications agency Fifty Acres, which will host a free webinar next week called ‘How to prepare for the upcoming Victoria election’, said the most effective organisations kept their approach focused and practical rather than exhaustive.

"An election campaign is not the time to send every candidate a lengthy policy document and hope someone reads it," Scard said.

She recommended organisations settle on two or three clear, achievable commitments and explain why they mattered to voters and local communities.

Scard said the strongest campaigns paired direct political engagement with public communication. That could include short meetings with candidates and staffers, electorate-specific briefs, local data and community stories, media engagement, and inviting candidates to respond publicly to key priorities.

Timing mattered as much as content, she said. "By the time parties formally announce their election policies, many decisions have already been made." She echoed Pharaoh’s view that organisations need to build relationships with government, opposition and the crossbench well before polling day, and to maintain those relationships after the election regardless of who forms government.

Facing down the budget squeeze

Pharaoh said tight state budgets – Victoria's especially – would not stop governments from making funding decisions, but would change how those decisions were made.

"Governments under budget pressure don't stop making decisions; they become more selective," Pharaoh said. "Organisations that can clearly demonstrate impact, value for money and alignment with government priorities will always be better placed than those relying on historical funding relationships."

He said the shift meant organisations needed to move beyond simply asking for funding, and instead show how they helped governments solve complex policy problems.

Scard said budget pressure was not a reason for organisations to stop asking for funding, but it was a reason to sharpen the case.

"There is no question that Victoria is operating in a difficult fiscal environment, and every funding proposal is going to face close scrutiny," Scard said. "But I do not think budget pressure means organisations should stop asking the government for funding. It means they need to make a sharper and more compelling case."

She said organisations needed to show what their services achieved or prevented, what pressure they took off more expensive government systems, and what measurable outcomes they delivered. Early intervention services such as housing assistance and health support, she said, typically cost governments far less than responding once someone reached crisis point.

"That's a message that resonates well beyond Victoria," Scard said. "Governments across Australia are managing competing budget pressures, making it increasingly important for organisations to demonstrate both community impact and value for public investment."

Engaging across the political spectrum

Scard said organisations should not confine their advocacy to the party currently in power, or assume other parties were not worth the effort.

"I believe organisations should engage with every party that could influence the next Parliament," she said. "You do not have to agree with every aspect of a party's platform to have a constructive conversation about the needs of the communities you serve."

She said the organisation's mission and policy position should stay consistent, even as the framing shifted to reflect the priorities of whoever was in the room.

"The same principle applies whether you're engaging with a state government, the federal government, opposition parties or the crossbench," Scard said. "Building respectful relationships across the political spectrum puts organisations in the strongest position to influence policy, regardless of which party forms government."

Scard said the strongest protection against accusations of partisanship was consistency. "Organisations should take the same evidence, the same policy priorities and the same core questions to every party," she said. "They need to be able to demonstrate that their position is driven by their mission and the interests of the people they represent."

She said the focus should stay on policies, outcomes and community impact, rather than political personalities. "You can be politically engaged without being politically aligned."

Pharaoh made a similar point. "Being non-partisan doesn't mean being silent," he said. "It means engaging professionally with every major party, presenting the same evidence, and focusing relentlessly on your mission rather than the politics."

More information

How NFPs can build an effective government relations strategy | latest Tanck white paper

Free webinar by Fifty Acres on how to prepare for the Victorian election (August 10)