By Peter Gilheany, Forster Communications
Policy campaigning is back! I mean, it never went away but under the last few iterations of the previous government there was very little indication in many areas of policy that they were either listening or had the capability or interest in responding.
We are a year into the new government and, whatever views are of their overall performance, there has been a shift – they are listening and showing some signs of responding as well.
So, how can charities make the most of the opportunity that presents?
When we say we want to be heard, we usually mean two things:
- Being listened to, and
- Having influence that leads to a change of behaviour, awareness, attitude or even policy.
Both are hard to achieve because there is so much competition and lots of barriers to overcome.
That’s why most campaigns, even the successful ones, rarely achieve all their stated goals. Campaigning is relentless—there’s always more to do until your mission is fully delivered. That can feel daunting. But the real threat isn’t failure—it’s apathy. The belief that nothing will ever change. And that simply isn’t true. Campaigning can lead to real, lasting policy change—both big and incremental. We are in the midst of a live example with the Welfare Bill.
So, how do you improve your chances of being heard by government and policy decision-makers and influencing policy?
Know what and who you’re aiming for
Before you launch a campaign, get clear on two things:
- What exactly do you want to achieve – for the issue and for you as an organisation?
- What matters to the people you’re trying to reach and influence?
Campaigning is about connection. You need to reach the people most likely to enable the change you seek and the best way to do that is to find the shared ground between your cause or campaign and their preoccupations, passions and priorities.
Map the community
“Government” isn’t one entity—it’s a complex eco-system of individuals and institutions. That includes national political leaders, MPs, civil servants, council leaders, local officials, public agencies and regulators, then all the people and organisations who have the ear of those audiences such as advisers, commentators, journalists, think tanks and other campaigning organisations.
Ask yourself:
- Who has the power to make the changes you need?
- Who can you realistically reach and who do you know who can reach them for you?
- What do you want them to do?
Make it relevant for them
Once you’ve identified your key targets, try to see the world through their eyes. Ask:
- How can I be helpful/useful/informative to them?
- What would motivate them to support change?
That could mean providing data, sharing lived experience, or helping them make a case internally – like creating public momentum at the right moment.
Build relationships, not just messages
Influence comes through dialogue, not just broadcasting. You should model the listening behaviour you want to see. That means creating space for honest conversation, collaboration, and shared problem-solving.
Define success—big and small
Start with bold, ambitious goals. But don’t stop there. Set pragmatic milestones too. You won’t achieve everything at once—and not every win has to be a policy change.
Success might look like:
- Raising your organisation’s profile.
- Securing more funding to fuel future work.
- Demonstrating to your community that you’re standing up for them.
Track and celebrate the smaller wins—they’re how change happens.
Campaign with, not for, communities
Campaigning is no longer about speaking for people—it’s about working with them. That means sharing power. It’s the right thing to do, and also the most effective.
When people share their lived experiences, labels and assumptions fall away. Stories connect in ways that abstract arguments never can.
Stronger together
You will be competing with many others for voice and attention but it doesn’t have to be a competition. When you map the community you’re seeking to engage, do the same with those organisations and individuals whose push for change overlaps with yours and examine the potential for partnership and collaboration.
Final thoughts
Campaigning to influence government and improve lives is tough but vital work. Done well, it builds trust, shifts power and drives meaningful change. It also builds morale and kinship with the audiences who are closest to you, like your team, trustees and supporters, almost whatever the outcome. So, figure out the aims and then go for it!