A New Government: How to Build Lasting Relationships From Day One

A minority government, new stakeholders, and priorities that are still taking shape: reflections on best practices shared during a discussion among public affairs experts.

Two weeks after the October 5, 2026, provincial election, the new government is beginning to take form. Cabinet appointments are being finalized, new faces are emerging, and government priorities are becoming clearer by the day. For organizations, this period raises some very important questions. Who should you speak to? When? And how do you stand out when everyone is trying to get noticed?

To help answer these questions, Casacom brought together leaders from a wide range of sectors for a breakfast discussion on October 20, the day before the swearing-in of the new Cabinet. As Director, Corporate Communications and Government Relations at Casacom, I had the pleasure of participating in the conversation alongside my colleague Alice Bergeron, Director, Corporate Communications and Public Affairs. The discussion was moderated by Catherine Mounier-Desrochers, Senior Director, Corporate Communications and Public Affairs.

Between the three of us, we have experienced more than seven elections and government transitions, both provincially and federally. We have experienced these moments both from the inside, having worked in political offices, and now from the outside, advising organizations navigating government relations. Here are the key takeaways we shared with those who joined us.

A Context That Changes the Dynamic

Quebec had not experienced a minority government since 2012. The decisions made and relationships established today will influence organizations' ability to make their voices heard for years to come. In this context, it is no longer enough to approach government with occasional requests. Organizations need to position themselves as partners that can help advance government priorities.

Reading the Signals: How Priorities Take Shape

Several key documents and moments can help organizations understand the direction of a new government:

• The Premier's opening address. The premier delivers a comprehensive speech outlining their vision and setting the tone for the government. It serves as a calling card, and the government's performance will be measured against it in the years that follow.

• Mandate letters. These are not always made public, but premiers often provide clues as to their contents during the ministers' swearing-in ceremony. These letters outline the priorities assigned to each minister for the duration of their mandate and are a valuable source of information.

• Briefing books. The influence of the public service is often underestimated. While political leadership changes, the government apparatus remains, and it is through its analyses and recommendations that new ministers are introduced to their portfolios.

The lesson we wanted to convey is simple: aligning with the government's priorities matters, even when they are not explicitly stated.

Weaving Your Network: Much More Than a Meeting with the Minister

The instinct is often the same: to meet with the minister as quickly as possible and introduce your organization and its priorities. These meetings are important, but they are not enough to build a lasting relationship. Decisions are shaped around the minister, and many people contribute to that process:

• Political advisors and ministerial staff. They filter information, advise the minister, and help prepare decisions. Their influence is often underestimated.

• Public servants. They assess feasibility, costs, and risks, and can play a critical role in advancing a file.

• Members of the National Assembly, from all parties, and their teams. This is particularly true of representatives from your region, who are often an overlooked point of entry, especially in a minority-government context.

The right question is not simply "Who is the decision-maker?" but rather "Who influences, who recommends, and who decides?" Organizations that cultivate relationships at multiple levels are better positioned to withstand cabinet reshuffles, changes in chiefs of staff, and unexpected developments.

Best Practices for Building Lasting Relationships

Throughout our discussion, we identified five essential habits for organizations looking to build strong relationships with the new government.

1. Understand the realities of government. Ministries operate within numerous constraints. Organizations must be prepared to compromise and bring forward requests that are realistic and take into account the environment in which government operates.

2. Make clear asks. Whether requesting a meeting or advocating for a specific issue, asks should remain simple and precise. Your priorities should be clearly articulated.

3. Bring solutions. Government stakeholders are generally more receptive to partners who arrive with solutions and recommendations rather than a list of problems.

4. Invest in the human side of the relationship and be proactive. Relationships are built by both parties. Transparency and the quality of the information you share can often make all the difference.

5. Respect the pace of a new government's transition. It is normal for requests to go unanswered during the first days, or even the first few weeks, depending on the urgency of the issue. Organizations need to allow time for new teams and structures to take shape.

Timing: When Have You Missed the Boat?

It is never too late to establish a relationship, whether with the new government or with the newly elected representatives now sitting in the National Assembly. Acting early is important, but consistency matters just as much. The first 100 days are significant, as ministers are often expected to quickly outline and begin advancing their priorities. That said, influence is built over time. It is also important to remember that every organization operates according to its own timeline and strategic priorities.

Building for the Long Term

Perhaps the most valuable advice shared during the panel was also the simplest: at its core, public affairs is about human relationships. Organizations should build connections with political offices, ministries, and elected officials before they need anything, and then maintain those relationships over time.

Organizations that are well known to political teams enjoy tangible advantages. They may receive advance notice of consultations or be invited to share their perspective because they are recognized as trusted partners with a strong understanding of realities on the ground. At a minimum, they develop a valuable network within their sector. At best, they are well positioned to help shape public policy discussions and advance their priorities.

At a moment when a new government is defining its vision, the most important question might not be, "What should I ask for?" but rather, "How can I contribute?"

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