Public Service Communications United - A manifesto for the post pandemic era of communications and marketing
A unifying vision
LGcomms has been the voice of authority across local government communications and marketing for more than 20 years.
Throughout the pandemic, the organisation has maintained its links with member councils and central government, having shifted its business to a 100% virtual environment.
But other than excellent work to develop the Future Leaders programme and deepen relationships with commercial partners, it has not developed its core offer to the membership in that period of time.
Post-pandemic, that commitment to developing our offer for members and improving the scope and quality of what we offer is paramount. If that does not happen, then other organisations will overtake us and eventually take our place.
We also need to build on what our membership have experienced themselves over the past 2 years, to ensure a positive legacy.
The pandemic has tested everyone in terms of our capacity and our resilience. It has taken its toll on people and teams. But it has equally produced some brilliant practice which, more than ever, has help communicators cement their status and importance within organisations.
We owe it to our membership to consolidate and build the reputational dividend of the past two years. Listening to them about how we do this will be key.
Equally, we need to build on the legacy and experience of what teams within councils have experienced in terms of working collaboratively with other public services since 2020.
Very little effective communication happened in a space which did NOT involve partners to some extent. The pandemic has ushered in a new era of whole-system, cross public service working.
We must properly embrace this changed environment. Our publics do not see organisational boundaries when they consume services as we do. Hopefully, they just see excellent public services.
Now is the time to move our representative bodies – across local government, the emergency services, the NHS – into a space which is more reflective of this new way of working. We should actively be seeking new collaborations, partnerships and structures to better serve our memberships.
We also know we need to improve our profession’s diversity and inclusivity beyond the level of making statements as its representative body. Our efforts to understand why as a profession we are not as representative as we should be are important, but more important is seeking to be active in how we address the issue – our Future Leader’s programme and its commitment to diversity and inclusion is an excellent starting point, but we should be seeking to establish this work across our membership, bringing best practice and what has worked well to increase diversity and inclusion among communication and marketing teams.
Finally, we must do more to support, embrace and reflect the differences which exist across the United Kingdom.
We have seen our membership fall in Wales and Scotland, and we have lost touch with our colleagues in Northern Ireland.
At the same time as we seek stronger ties across public services, we should also seek to strengthen our relationships with our nations and regions.
As travel and in-person activities become possible again in 2022, our mission should be one of outreach – to our members, to our partners, to our nations and regions - ensuring that the legacy of the pandemic is of a profession and professionals confident of their value and purpose within organisations, working collaboratively for communities across organisations, and working on a national level with colleagues in national governments on key agendas.
I have been proud to be LGcomms National Secretary for the past three years and to have served two stints on the Executive, starting in 2009. With over 20 years of local government experience, I believe I have the experience and authority to make a positive impact – ensuring the legacy of the pandemic is a positive one for all in public services communications and marketing.
This is why I am seeking support as I announce my candidacy for the position of Chair of our organisation.
I hope you will see the value in what I have outlined and trust and support me to deliver the changes necessary to ensure we build on the past two years of the pandemic. I can promise you in return my complete commitment to our organisation and the drive and determination necessary to grow our membership, our diversity and inclusivity, and our status among public services.
A unifying vision – A five-point plan
Develop a stronger, better differentiated member offer. Working with the LGA and PRCA, consult on a range of options and preferences for in-year activity including day-long and bite-size breakfast webinars/seminars, a one-day Spring conference, the annual academy programme and the involvement of commercial partners. Establish stronger Executive Committee ownership and accountability for the delivery of the member offer, led by the Chair, National Secretary, Vice Chairs and Treasurer, and engage more Executive Committee members in delivery.
Instigate a review of the LGComms brand. This will involve consultation across members, other public sector consultative bodies, and commercial partners. The aims will be to bring recommendations within a year for a more inclusive, public service-orientated brand which ensures the broadest possible appeal to existing and new members.
Linked to (1) and (2), revive our relevance and develop discreet offers for our nations and regions, in partnership with other national representative bodies.
Establish equality, diversity and inclusion as a key workstream with Executive committee ownership and accountability, building on survey data and insight, through an action plan to be announced at Academy 2022.
Develop relationships and opportunities to connect with our membership through commercial partners and aim to increase their number by 50% to achieve a target of £100k income by 23/24.
