What Happens After You Hit ‘Submit’?

Understanding the pathway of pre-budget submissions 

For many organisations, lodging a pre-budget submission feels like the final step in a long process. In practice, it is only the starting point for a complex sequence of internal assessments across Treasury, departments and ministerial offices. 

Having a realistic sense of what happens next can help organisations design more effective submissions and engage more strategically throughout the budget cycle.

Treasury’s Initial Assessment

Once a submission is received, Treasury conducts a rapid assessment to determine:

• the core issue being raised
• the relevant portfolio or policy team
• whether the proposal is clearly articulated and costed
• whether it is linked to any stated government priorities or emerging pressures

Submissions are then logged, categorised and summarised. These short internal summaries are influential; they are often the primary point of reference for ministerial offices and other departments.

How advisors engage with submissions

Ministerial advisors generally engage with submissions either through Treasury’s summary or directly. Their focus is highly practical:

• What is the organisation asking for?
• What is the cost?
• Who is advocating for the change?
• Does the proposal align with current priorities, public commitments or political considerations?

Given the volume of material advisors manage, it is likely that unclear or overly detailed submissions will tend to fall down the priority list quickly.

Factors that influence what gets escalated

Across government, certain proposals attract more attention. These are usually submissions that:

• respond to issues already acknowledged by government
• align with policy directions in areas such as workforce, cost-of-living pressures, health access, climate adaptation or women’s safety
• present clean and defensible costings
• have credible stakeholder support
• are straightforward to implement within the current budget environment

Momentum often comes from timing: proposals that match existing government activity or solve an emerging problem tend to progress more rapidly.

Why some proposals are not advanced

Many submissions do not move forward, often for reasons unrelated to their merit. Common reasons include:

• unclear or overly complex 
• insufficient or unrealistic costing
• reforms requiring coordination across multiple portfolios
• long-term structural change without immediate gains
• proposals submitted too late to be properly assessed

Capacity constraints also play a significant role. Government can only progress a limited number of new initiatives each budget cycle.

Why post-submission engagement matters

Lodging a submission is only the first step. Organisations that continue targeted engagement – such as speaking with relevant MPs, advisors and departments, and coordinating with peak bodies – are more likely to see their proposals considered. Ongoing visibility during the decision-making period is often what keeps a proposal in play.

The final stage: Expenditure Review Committee (ERC) and Cabinet

By the time proposals reach the ERC, only a small number remain under serious consideration. Decisions are influenced by:

• fiscal constraints
• competing priorities across portfolios
• ministerial advocacy
• how well the initiative fits the broader direction of the government

Many initiatives that eventually receive funding were first put forward several budget cycles earlier, demonstrating the value of persistence.

Key lessons for organisations

• Clear, concise and costed proposals carry more weight
• Executive summaries matter – they are often the only section read in detail
• Early engagement, long before the submission deadline, is essential
• Strong submissions function best as part of a broader advocacy strategy
• Collaboration across sectors increases credibility and cut-through

Submitting a pre-budget proposal is a decision for your organisation to make. However, importantly,  it is only one step in a longer process. Organisations that understand what happens next – and plan for it – put themselves in a far stronger position to influence outcomes.