Real estate communication strategies in an election year

COMMENT In an election year, the real estate sector, perhaps more than others, faces challenges that put extra demand on communication strategies. The local and national political landscapes, along with economic conditions, naturally evolve as dictated by cyclical changes. Although these shifts can disrupt decision-making timelines, there is truth in the saying “change creates opportunity”. It is in these periods that solid communications between the public and private sectors come to the fore. Relationships are built, priorities are understood and the impetus shifts across UK regions to deliver schemes that mark changes in leadership and deliver against national road maps. Local changes now afoot The aftermath of this month’s local election results necessitates a dual focus: maintaining established connections with key stakeholders and forging new ones. Existing relationships are fundamental to staying on top of the fact that projects are at risk of stalling during these transitional periods. During these times of change, councils are likely to pause to assess their focus. They may ask for more information, briefings or site visits. So it’s always wise to be ready, available and briefed by your teams to align your message to their incoming priorities. Delays are also expected for schemes that are yet to be funded, meaning it is advisable that teams use this time to stay close to any changes in leadership direction being driven locally or nationally. Making sure that fact sheets, development playbooks and key messaging are regularly reviewed and ensuring your team remains well briefed on any protocols in place with councils – or indeed government, if funded centrally – must all be prioritised. It is also likely that the media will come calling for updates, meaning the faces of those delivering the schemes will be the natural first port of call. And for those delivering schemes, answers and actions can be difficult to garner where new projects are at an early stage – yet building trust must remain at the forefront of all communications with council members, advisers, officers and wider stakeholders. Where possible, getting scheme briefings in diaries, site walk-arounds and opportunities to deliver updates should be prioritised. Being responsive, re-prioritising and adapting a scheme focus will all be things to consider if and when a council changes colour, so delivering necessary information promptly to council teams will ensure that – as developers, investors and advisers – we are empowering clients to make informed decisions quickly so they can continue to move at pace. Navigating uncertainty As a general election looms later this year, real estate must be poised for every scenario, as well as creating clarity on what needs to be communicated – with a plan that will play out well with whichever party emerges as winner. This is where widening the pool of contacts pre-election is always a good move, as is being mindful of creating simple connections between your schemes. You should also be taking into consideration different parties’ vocabularies and manifestos, ensuring you can remain agile and be ready for change in the future. The opportunities ahead for real estate are also very visible in the lead-up to an election – for instance, a renewed focus on housing and garden cities are both examples of where positioning externally could pay off in the long term. Showcasing your experience and expertise in these fields will mean that you have a head start when it comes to delivery. It is also important to remember that immediate political shifts do not (often) cause delays to scheme delivery. It is changes in the incoming policy from a government that will impact long-term planning and funding decisions. Reforms will be promised, yet timelines will not be published. So staying clued up and keeping a watchful eye on the media in the 100 or so days after an election is always a good way to monitor the speed of changes that will impact the real estate market, and indeed your schemes or portfolios. Stepping forward with confidence Ultimately, the real estate industry has a role that plays out across all manifestos. Whether that be housing, net zero, infrastructure or economic development. As an industry, through the physicality of what we do, there is no denying that we evidence delivery and progress. We are partners and allies to those in government, nationally and locally leading through change – supporting them to bring forward investment opportunity to benefit communities. So, we must communicate our impact at every juncture, position what we are doing in the context of their world, and ensure that when we communicate our ambitions, we have tangible substance behind what we are saying and doing. It is important to remember that we live in an era marked by mistrust and evolving generations of leadership across the public and private sectors, meaning our ability to communicate effectively as brands, and as teams, has never been more important. And yes, as biased as this may sound coming from me, investing proactively in these periods of change will undoubtedly reap many rewards long-term. Anna Heyes is chief executive at Active Profile