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Next week’s Federal Budget has many Australians wondering how they will be affected. 

The government has strongly advocated for building a more resilient economy than their predecessors, yet in recent months, the economy is suffering due to a rapid rise in inflation. This has pushed up interest rates and is squeezing the cost of living with both consumers and businesses feeling the pressure. 

Following groceries, the leading financial stressors for Australians are petrol, rent, mortgage payments and energy bills. And just to make ends meet, Aussies are making more considered purchases, seeking higher paying employment or working multiple jobs. Australians are already anxious about inflation with growing concern there’s no end in sight. 

Will the government restore their trust in Australians and keep their pre Federal Budget promises?

Cost of living crisis

Latest data from CHOICE’s Consumer Pulse survey, revealed that cost of living pressures are a major concern, with 90% of Australians seeing an increase in their household bills and expenses over the past year. 

Inflation pressures are intensifying and the Reserve Bank of Australia (RBA) continues to drive up interest rates - their highest level in 7 years. The government has promised a long-term and sustainable approach to cost of living support in the form of a relief package. 

Concerned about their mortgage payments, up to a third of mortgage holders could struggle to keep up with future repayments, with younger generations particularly concerned about surging interest rates. 

Using Isentia data, during an eight week period from early August to early October 2022, 18% of Australia’s front pages featured cost of living stories. Even in a time of large local and international news such as the war on Ukraine and the Optus security breach, the cost of living crisis was still making front page news.

According to Pulsar data, anxieties around the cost of living, peaked following the RBA's interest rate announcements on 4 September and 4 October. For the sixth consecutive month, Australians have had to tighten an already lean household budget.

Apprehensions around security increased on 24 September as a result of the Optus security breach and again on 10 October when the government announced changes to the country's defence projects.  Also on 10 October, cost of living concerns spiked after growing speculation surrounding the Stage 3 tax cuts being recalibrated. Australians also felt a heightened sense of unease after the announcement of a future surge in energy costs, following a recent  35% rise.

Childcare fees are at their highest in 8 years, with child care subsidies failing to keep out of pocket costs to a minimum. On 16 September, conversation around child care spiked, as Treasurer Jim Chalmers promised to reduce the cost of childcare, yet pledged to keep spending restrained in light of budgetary constraints. 

As part of the cost of living relief package, this reduction won't come into play until mid 2023. Can Australian families wait this long?

Problematic climate conditions such as excessive rain and floods are leading to localised food price increases and diminished food quality. Even in the same area, poorer households are faring far worse than affluent counterparts. Across the board, there has been  a surge in the cost of fruit and vegetable prices (7.3%) and meat, seafood and bread rising by 6.3%. 

On top of these climate issues, labour shortages in both warehousing and transportation have resulted in added disruption to the supply chain. Freight costs are on the rise, putting intense pressure on importers and exporters. 

Are Aussie consumers looking at a continued supply chain that is more disruptive than the 2020 toilet paper shortage? The rise in the cost of living weighs on households' spending, and Australians are seeking alternate ways to make extra cash.

The thrifty shopper

As the cost of living rises, many Australians are seeking alternate ways to make or save cash; trimming budgets where they can; cancelling home entertainment subscriptions, and reducing insurance coverage for lower fees to name a few. Purchases at all levels are becoming more involved and highly considered, with discounts heavily sought after.

As Millennials and Gen Z shoppers are gaining more buying power, their passion for sustainable commerce is stronger than ever. Selling personal items to make extra cash has been on the rise with retail e-commerce platforms such as Facebook Marketplace and ‘Recommerce’ platforms like AirRobe, are booming. Not only are Australians becoming more financially savvy, they are conscious of the need to ‘reduce, reuse and recycle’ - a criteria these platforms adopt.

Following the money

There’s no doubt that inflation is changing salary expectations. And for those in industries where movement and remote working is possible, many Australians are following the money.

Data from the Reserve Bank of Australia, shows organisations have reported higher rates of employees leaving to achieve higher pay packets as a way to provide temporary relief for  the rise in cost of living. Interestingly, this higher voluntary turnover was especially concentrated in professional services. 

In response to labour shortages, organisations are implementing a range of non-base wage strategies - e.g bonuses, flexible work practices, more internal training and hiring staff with less experience, as opposed to increasing base wages.

Australian Bureau of Statistics (ABS) figures also show Australians are taking on multiple jobs, as full-time work forces employees to juggle several roles to make ends meet. Although multiple job holding is more common in low-paid industries, a record high of 900,000 people held multiple jobs in the June quarter of 2022. 

This is an increase of 4.3 per cent from the previous quarter and is a reflection of wages growth stagnating and nominal wages barely keeping up with consumer prices. The result; people needing to work more hours to make ends meet. 

Using data insights from Pulsar, wages is one of the ‘most anticipated’ topics in this year’s Budget. The Wage Price Index (WPI) rose 0.7 per cent in the June quarter and 2.6 per cent over the year, which represented a substantial fall in real wages given inflation rose 6.1 per cent last quarter. 

Social media conversation around wages is evolving with other indicators suggesting wages are still climbing alongside extreme uncertainty surrounding global growth and rampant inflation. 

Will Australians see more dollars in their pocket after the Budget is handed down?

Australians taking action

With Australians taking a greater interest in living a sustainable lifestyle, the government and organisations are prompted to influence the lever of positive change and create actionable outcomes.

Despite a great deal of politicians pledging change, governments are often swayed by the media and public opinion which can derail policies wanting to address complex, longer-term challenges. Millennials and Gen Zs have long pushed to see societal and economic change. 

Results from the 10th Annual Deloitte Global 2022 Gen Z and Millennial Survey shows they are increasingly becoming more politically involved. These influential cohorts are progressively showing interest in political issues, and turning to social media to discuss their opinions. Moreover, they are consciously making calculated career decisions and spending their money with organisations who share the same values.

Social engagement shows left wing millennials are showing concern over the budget and economic issues, with Treasurer, Jim Chalmers gaining the most chatter. Similarly, baby boomers are equally vocal, using the same keywords as millennials but they also seek strong leadership and a strong economy.

For younger demographics, their interactions or relationships with organisations is dependent on the organisation's treatment of the environment, their policies on data privacy and their position on social and political issues. 

For governments, tackling environmental, economic and social issues and their impact requires a huge transformation across all sectors. Market forces alone will not solve the problem, and the onus is on governments to take a lead to meet the sustainability challenge. 

The October Federal Budget is an opportunity for the government to show they are the lever of change by creating actionable outcomes and a positive impact. Australians are concerned for the welfare of the country and previous governments have fallen short. 

The government promises to back clean energy and build new renewable infrastructure across the country, will they succeed or disappoint?

The Federal Budget can be an overwhelming time, with an abundance of promises and policies, it can be hard to stay on top of the latest news. We have a comprehensive range of political news services available to help you navigate the political media coverage at this October Federal Budget. Want to learn what’s being said at this Federal Budget?

Click here to start navigating the announcements that may impact your organisation.

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The end of the financial year is drawing closer, budgets have been forecast and approved – how will you target your spending in FY20?

A new financial year provides a great opportunity to review your results and reflect on your approach with some concrete performance data that can both prove value delivered and help you make the case for more.

While performance is a critical measure, it’s also a great time to address any internal processes and procedures that may be working against you or impacting other departments and staff. From operating systems and day-to-day workflow to crisis plans and business ready-ness protocols, the opportunity to communicate better throughout your business as well as outside of it can be extremely valuable.

So, when it comes time to evaluate what worked well and what didn’t in FY19 and plan for a successful FY20, here’s some first steps to help you get started:

Set your intentions

Set an intention to celebrate the wins and identify the opportunities to pivot where necessary. Even if you had a great FY19, you want it to grow and have even more success in FY20. If you have a business strategy already for the new financial years, are there areas that you could focus on to have greater impact on the bottom line?

Make a list of questions

Being intentional about your process sparks creativity and prevents the business from overlooking important pieces of information.

• What are your overall achievements?
• How did they impact business growth?
• What were the key learnings from FY19?
• What were the biggest disappointments?
• Did you implement a strategy to pivot or constructively address the disappointments?
• What products/services will be launched in FY20?
• Did your messaging cut through, and if so, was the audience right?
• How did your audience feel about your products, services and people – and what insights can you tell other departments like R&D, sales or the C-Suite that could help course correct some of the sentiment?
• Did you have unexpected expenditures due to a PR crisis, and can you better prepare if this something else happens in FY20?
• How sustainable are you as a business and are there long-term strategies you could start now that would put you in better shape?
• Do you need to revisit some of your relationships with key conte Identify your metricsnt publishers, journalists and influences?
• Are there areas that could benefit from expenditure over others?
• What do you need to pull together to demonstrate what was achieved, and what could be achieved if your new FY20 plan is supported by leadership?

Identify your metrics

What will you use to measure your professional performance? Alongside your business statements and PnL, other measures like online traffic, media reach, customer sentiment and , sales figures, new subscribers and event attendees.

Carefully review your metrics and ascertain what contributed to your growth, as well as best practices for further growth. Assess the reasons for churn and identify areas for improvement. Are there any other tools and resources you can add to your metrics dashboard?

Review your FY19 goals

Identify which goals are worth keeping, which are to be eliminated and where energy will be most effective. This list of goals should be SMART (specific, measurable, achievable, relevant and timely) and include short- and long-term timeframes. Goals or priorities for the coming year may be different from the previous year, whether it be hitting a certain new audience, building a certain leader’s profile, a successful new product launch or just staying ‘out’ of certain conversations and stories, these goals are key for your business’ success.

Time for innovation

It can be said that growth invariably comes from innovation. With so much pressure to perform well and report on performance, a different approach to communications tactics and tools can promote greater levels of innovation and encourage a more collaborative environment that welcomes new ideas while ensuring the business keeps up with modern changes. It doesn’t have to be world changing, it could be looking at new audiences, automation, the use of video or updating onboarding programs with all staff media training. The goal here is to think differently, challenge ideas and stay competitive. 

Use technology to your advantage

Understand what is being said about your business, how your audiences respond to or feel, and how you fare against your competitors. Our Mediaportal platform provides a full range of reporting and analytics allowing you to identify the most relevant audiences, the hot topics that need attention and what issues may be impacting your business, as well as additional insights born from your media coverage. This information is useful in planning your future tactics, leverage existing pools of success and continue to stand apart from the competition. Along with these always-on metrics in Mediaportal, our insights reports can provide the quantitative analysis needed to reflect on the year past with a comprehensive overview of share of voice, audiences and reach as well as month-on-month trends, media influence and positioning against competitors. Such reports provide a greater snapshot of your efforts and will assist with setting your benchmarks, goals and budgets for the year ahead.

By gaining a better understanding of what has been achieved and the potential areas for improvement, you will be able to establish an appropriate budget based on your objectives and provide a successful FY20 for your business.

Want to learn more about how to measure the effectiveness of your business and how to plan for your FY20? Let our team show you how, get in touch today.

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“We need to address the societal wellbeing of our nation, not just the economic wellbeing”  Jacinda Ardern, Prime Minister of New Zealand

The 2019 Wellbeing Budget is hailed by many as a landmark of its time for its undeterred focus on the social sector. [1] The intent for this budget, which is set to be handed down May 30 2019, is to go beyond GDP per capita and debt to GDP ratios to analyse the wider effects on people’s wellbeing and the state of the environment in an intergenerational way.[2] Although New Zealand have GDP growth rates that many countries would envy, for many New Zealanders it has been thought this GDP growth (and previous years budgets) have not translated into higher living standards or better opportunities.[3]

New Zealand is the first western country to design and implement its entire budget around wellbeing initiatives and also instruct its ministries to propose policies to enhance wellbeing for the country. This year's Budget winner's are set to be education, health and environmental industries. The top five priorities of the budget are outlined as follows:

1. Creating opportunities for productive businesses, regions, iwi and others to transition to a sustainable and low-emissions economy

2. Supporting a thriving nation in the digital age through innovation, social and economic opportunities

3. Lifting Māori and Pacific incomes, skills and opportunities

4. Reducing child poverty and improving child wellbeing, including addressing family violence

5. Supporting mental wellbeing for all New Zealanders, with a special focus on under 24-year-olds

The wellbeing approach

The nation enjoys being the third freest economy in the world, and as such, ranks first globally for ease of doing business. The Wellbeing Budget will broaden the focus beyond economic and fiscal policy by using the Treasury’s Living Standards Framework to inform the governments’ investment priorities and funding decisions [4] on complicated issues including climate change, inequality and child poverty. Through effective planning and decision making to combat these issues, it will enable the best choices for current and future generations beyond economic growth and successfully embed wellbeing into the public policy.

While it has been rumoured government agencies have been siloed when seeking budget funding, the Ardern government have introduced a new framework to combat this rumour and encourage a collaborative funding process. This process involves ministers submitting joint proposals with their colleagues for funding requests and enables social issues such as Domestic Violence to receive dedicated and well-rounded funding.

Interestingly, since the Wellbeing Budget was first announced 13 December 2018, there have been 600+ mentions across broadcast and print. Unsurprisingly, Minister of Finance, Grant Robertson has been leading the conversations with 43 per cent alongside Prime Minister, Jacinda Ardern with her share of voice being 29 per cent. The wellbeing budget is surely getting a lot of airtime with 34 per cent of all mentions being across broadcast channels.

At the heart of the Wellbeing Budget is the Living Standards Framework (LSF) – a new dashboard of indicators to be used to advise successive governments’ how their policy choices affect New Zealanders over time and by using this framework, it will effectively embed wellbeing in New Zealand's public policy. In addition, the Ardern government is being guided by other indicators, including the new Child Poverty Reduction Act which obliges the Minister of Finance to report at each budget how the country is tracking on a set of child wellbeing and poverty measures. The current Minister of Finance Grant Robertson will be the first finance minister to do so.

Beyond GDP

Historically, GDP was never intended as a measure of societal progress and it’s only quite recently that alternative measures of societal progress have been developed and a global “beyond GDP” has emerged.

Internationally, this has led to the UN Sustainable Development Goals, the OECD Better Life Index and the Canadian Index of Wellbeing. Having these goals allow countries to track their progress towards aspirational goals including good health, superior education and wellbeing.

For a country that is socially progressive, it has taken a long time for the NZ political system to discuss wellbeing and the roles of values. Other taxpayers’ interests such as tourism, housing, immigration and education are also high on the list and the government has a great opportunity to reframe its budgets around the anticipated effect of the policies they’ve announced.

So, is the wellbeing budget a new way to measure the success as a country or is it just the introduction of another ‘first’ to keep the momentum going as a forward-thinking country?

If you would like to learn more about how you can stay across the wellbeing budget or any other topic, get in touch with us today

References

[1] https://www.bizlatinhub.com/nz-budget-2019-how-will-stack-up-business/

[2] https://www.newsroom.co.nz/2018/02/01/80182/what-2019s-wellbeing-budget-might-look-like

[3] https://www.newsroom.co.nz/2019/05/15/585288/robertson-shuns-rockstar-economy

[4] http://www.scoop.co.nz/stories/BU1904/S00496/social-enterprises-between-a-rock-and-a-hard-place.htm

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Ngaire Crawford, Director of Insights, ANZ

In leadership meetings across the industry, a single question has become unavoidable: "What is our AI strategy?" Behind this question is often the unspoken hope for an "AI Easy Button": a mythical, one-click solution to our most complex measurement challenges. As someone who spends a large portion of my time designing these new frameworks, I'm infinitely more excited about the blueprints and the foundations than what colour the house is painted.

For the first time in my career, we have the tools to stop using proxies and start building what we've always wanted: true, at-scale, sophisticated measurement. The real opportunity isn't in automation, which lets the AI decide;  it's in the architecture and design of systems for the AI to follow. For decades, I’ve been frustrated by proxies. I’ve watched organisations use metrics like Impressions and Share of Voice as proxies for impact and influence. Too many people have been measuring the loudness of their voice, not whether anyone was actually listening.

Much of the history of communications measurement has been a story of 'good enough' data. And in some cases, data that wasn't even good at all (*cough* AVEs). 

Why a blueprint still needs an architect

But before we can harness the potential of AI, we have to be honest about the technology and tools we're working with. As anyone who's ever used a "smart" tool knows, they can be... well, confidently wrong.

The new challenge isn't just "Garbage In, Garbage Out." The new challenge is that the AI has become a high-speed, frighteningly convincing echo chamber. When a machine delivers a flawed insight, it does so with the resolute certainty of a supercomputer, laundering that flaw into a "fact."As architects, our job is to audit the blueprints and stress-test the materials before we build the house. When my team and I test these models, we're not just looking for what they do right. We're methodically hunting for where they go wrong.

Where we continue to see a critical need for human intervention and expertise:

• Context Blindness: AI is a brilliant pattern-matcher, but it has limited real-world context and struggles to identify the intent of what’s being analysed. It can miss the nuance of language, the authority of a source, or whether something is fact or speculation.
• Language Bias: This is my personal favourite and takes a few forms. AI is trained on text, but it isn't (yet) trained on human subtext. This can look like missed nuance for slang used by younger audiences or emerging shifts in the meaning of language. Models are ultimately impacted and biased by their training data, so this can also mean larger systemic biases are amplified and not appropriately interrogated.
• Viewpoint Collapse: While AI can sometimes get locked into a perspective based on its training, it can also collapse multiple, distinct viewpoints (like a speaker's sarcastic intent vs. the literal text) into a single, flat monolith. This drastically changes the outcomes of your analysis and ultimately the understanding of your audience.

This is the methodical, behind-the-scenes work that often goes unseen, and it is the crucial due diligence needed. It’s not as flashy as writing a press release faster, but it’s the only way to build a tool you can actually trust to make a strategic decision.

New tools, same bedrock principles

This testing isn't just about finding technical bugs or funny hallucinations. We’re testing these new AI models against the foundational, hard-won principles of communications measurement that our industry has spent years formalising.

AI is an incredibly powerful new tool, but it doesn't get a free pass. It still has to follow the rules of good measurement.

• Measure outcomes, not just outputs: This has always been our goal. An AI-driven approach that only counts outputs (like mentions or sentiment) 1,000 times faster is still just a faster measure of noise. It doesn't tell you if a single mind was changed or a single action was taken.
• Demand transparency: A metric is useless if you can't explain how it's calculated. This is my biggest critique of the current "plug-and-play" approach to AI. If a vendor provides a proprietary 'Reputation Score' of 7.2, and they can't (or won't) tell you the formula, it's not a metric. It's marketing.
• Link activity to business objectives: This is the most important rule of all. The only reason to measure is to inform a strategic decision that ladders up to a business goal. A tool that just produces data, but no clear insight linked to your specific objectives, has failed.

When we stop seeing AI as a magic box and start seeing it as a powerful, scalable engine, one that we must build and steer based on these principles, then it becomes truly transformative.

The payoff: the tools are finally catching up to our ambition

A new frontier of opportunity is here. Such as the capability to move from being reactive to being predictive, and it takes careful design to get this right. Our traditional analysis has been brilliant at explaining what has just happened. Now, as architects of these new systems, we are building and testing AI models that can scan the horizon for the faint signals that precede a major narrative shift.

We can empower movement from broadcasting and the old spray and pray approach; to precision, deliberate engagement of stakeholders and audiences. This is another area where the craft of measurement design is essential. AI gives us the power to see the micro-communities and specific, high-authority voices that actually shape opinion. The work is in designing the models that can identify them accurately.

Finally, we can (at last!) move from quantifying to qualifying at scale. For me, this is the most exciting and complex challenge. For 20 years, I’ve had to choose: a large-scale quantitative study (which missed nuance) or a small-scale qualitative review (which couldn't be scaled). As architects, we can now design frameworks that don't just give a "positive" score but confirm that a specific strategic message landed, with the right audiences, and in the intended context.

That is the opportunity. It's not magic. It's the methodical, patient engineering we've been waiting for. It’s the difference between a "plug-and-play" gimmick and a truly strategic asset. The real payoff isn't just faster reporting, it’s about fundamentally upgrading behaviours and expectations of measurement. This isn't an overnight shift. As any research leader will tell you, a new methodology takes time, testing and refinement to get right.

The future we've been waiting for

For my entire career, we’ve been strategic thinkers working with tools that could only show us the past. We were forced to be historians, meticulously analysing what had already happened to predict future behaviour. The key to using this new, complex technology effectively is; strong communication, articulation and critical human thinking. The power of any AI is unlocked by the quality of the question you ask it. It's a system that rewards clear, precise, and strategic language.

This is a massive homefield advantage for communicators, who have spent their entire careers honing the exact skills required to be the architects of this new era. The AI we are using today is the worst it will ever be. It will only get better, faster, and more capable from here. This is what's so thrilling, and it's just the beginning. This new generation of AI driven approaches doesn't replace our intuition, it amplifies it. As communicators (and researchers!) this is the moment to level up. We get to be the explorers and the strategists who connect communications directly to business, policy and societal outcomes. 

We're not just building better measurement and deeper insights; we're leading a more intelligent, more responsive and more impactful profession. What an incredibly exciting time to be in this industry.

Ready to be the architect of your own measurement strategy?

To learn how to build the right KPIs and tell a compelling story with your data, register for our live webinar:

• Topic: Making Communications Count: Build your KPI confidence and storytelling"
• Date & time: 12 November, 11am AEDT/ 2pm NZT
• Hosted by: Ngaire Crawford, Director of Insights for ANZ, Isentia.

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