In my professional practice I’ve frequently been called upon to assist clients, including many schools, with stakeholder engagement and issue management plans related too winning public and government support for development applications.
In this era of NIMBYism (Not in My Backyard) the willingness of local pressure groups to whip up opposition, and often hysteria, over even the most reasonable proposal, has reached new heights. This has been notably amplified in the era of social media.
One example that comes to mind is an order of Nuns, who faced a tirade of opposition over their proposal to build a small number of aged care units for retired sisters across the road from a private school overseen by their order.
It seemed that one highly motivated neighbour managed to stir up enough fear and trepidation among nearby residents that the local council was persuaded to knock back their planning application. What were they worried about? Elderly sisters doing burnouts as they raced up and down neighbourhood streets after midnight on a Saturday night in their V8-powered Holden Commodores? I would think that when it comes to categorising a list of the most preferred next-door neighbours, a small number of 80 plus members of a religious order would top my list!
My point is that in this context, the challenges facing business and private bodies trying to win support for even the most justifiable of proposals means deep thinking and comprehensive planning needs to go into mounting the case for support within the community. Or, conversely, ensuring potential opponents are limited in their capacity to have the proposal rejected based on what are commonly spurious and factually invalid claims. In fact, I would go as far as to say that the work of communication professionals is of equal importance to architects and town planners.
Moreover, a well-considered communications strategy, prepared and put in place before the formal application process begins is essential. I have witnessed many occasions where pre-emptive and proactive community communication, that has anticipated likely points of objection, has derailed the efforts of opponents.
But while that ‘above-the-line’ stakeholder communication is crucial, I would counsel school boards and executive teams to not dismiss also seeking to engage in private and direct briefings with key stakeholders like Ministers and other government stakeholders.
I am aware that the term ‘lobbying’ strikes fear into the hearts of some people, and rightly so with some of the corrupt practices exposed over recent years.
But that should not be the grounds for outright rejection of hiring a professional lobbyist or what these days is termed Government Relations specialist. The fact is that getting access to key decision makers can be extremely difficult. Ministers are busy people and receive hundreds of written requests for meetings and often the only way to gain access is via someone with relationships that make a meeting possible. The main purpose of these encounters is not to beg, plead or cajole, but simply to ensure the Minister and/or their advisors hear the facts direct from you and don’t end up making ill-informed decisions based on the misrepresentation of opponents.
I would go so far as to say that on some occasions, not engaging a professional to give you this opportunity can see your proposal, regardless of merit, end up on the scrap heap.
