I was reviewing the Annenberg Strategic Public Relations Center study on Generally Accepted Practices (GAP) in the public relations industry, produced at the University of Southern California, and thought that the list of best practices described a helpful path in developing government public relations efforts. There were a total of 13 best practices, listed below, outlined in the executive summary.
First, the report suggests that organizations “maintain a higher than average ratio of PR budget to gross revenue.” The idea here is that the agencies that invest the most in their PR efforts tend to gain from that investment. For local governments, that could mean ensuring an appropriate amount of staff is designated for public outreach and media relations, or that the budget for printing and television production is adequate for reaching the intended audiences.
Next, the report suggests the best PR programs are those that “report directly and exclusively to the C-suite.” Having the public information function buried in a division or relegated to someone as “additional duties as assigned” means that you’re not being strategic or timely with your communications. The person charged with providing external communications needs to be a part of the management team, regardless of their title.
The third item, “optimize the C-suite’s understanding of PR’s current and potential contribution to the success of the organization as a whole,” seems a bit self-serving, but is vitally important. As professional communicators, we should use our skills to communicate the importance and success of our efforts to inform and engage residents. Report back frequently on the activities and outcomes of your communications program and share “war stories” that demonstrate the value professional communications staff can provide to the organization.
While aimed at a corporate audience, the next practice—”Establish an effective social responsibility strategy for your organization”—serves as a reminder to local governments to remember the role of local government in the lives of the residents it serves, and the true meaning of a career in public service. We are in a better position than most to bring about positive change in our communities and therefore have more of a responsibility to do so in a fair and inclusive way.
Relatively new when the report was originally published, the fifth recommendation, to “establish an effective digital-media strategy for your orgnization” has recently become one of the single most important tools for communications professionals to understand and implement. Low cost and direct, social media and other web technologies have the ability to become the most powerful tools that local government communicators have at their disposal. They can be used to increase direct interactions with constituents, increase transparency, and provide engagement opportunities in policy making. It is opening our industry to exciting new possibilities and we need to lead the way in leveraging the reach and power of these tools.
One area where many governments have the most need, yet fail to adequately plan is in “establish[ing] an effective issues-management strategy.” Having a systematic and thoughtful approach to identifying and responding to issues as they arise allows the organization to not only communicate better, but also to be more responsive as issues arise.
The seventh suggestion is to “optimize integration and coordination within the PR/Communications function, and between it and other organizational functions.” That anyone considers “PR” as somehow different that other organizational functions seems like a serious problem to me. Communications takes many forms, written, broadcast, verbal, nonverbal, and others; all of which work in unison (ideally) to support the successful execution of the organization’s mission. Whether it’s wayfinding signage at your park facility, how an officer interacts with a motorist that is being ticketed, or the community newsletter mailed to constituents homes; all work together to make the organization’s reputation with constituents.
“Encourage highly ethical practices across the organization, beginning with communication” says it all.
To best implement the next suggestion, to “encourage the organization-wide adoption of a long-term strategic point of view, beginning with communication,” I would recommend using a Strategic Communications Plan. Ideally, your organization has a strategic planning system that is used to align resources with policy direction that can provide objectives for your your communications plan, but if you don’t, then having the communications plan at least allows you to be strategic in using the communications assets you have.
Ten and eleven are organizational culture decisions that leaders reinforce, whether purposefully or by default. The recommendations are to “encourage the organization-wide adoption of a proactive mindset, beginning with communication” and “encourage the organization-wide adoption of a flexible mindset, beginning with communication.” The nimble organization is more responsive, more resilient, and more effective than the rigid one. Your employees shouldn’t be so wrapped up in red tape that they don’t feel empowered to make decisions that benefit your constituents, no matter what their function. That all starts with the personality and intent of the leaders in the organization, both formal and informal. But it’s also a moment-by-moment choice we, as individual employees, make as we do our jobs.
To me, “optimiz[ing] the integration of PR and reputational considerations into top-level organizational strategies” begins when the senior leaders understand the role of communications in the successful delivery of services. Every function of government involves delivering a service, and all services require communication. The two are forever intertwined and focusing on operational issues while ignoring communications is a recipe for inefficient, unfocused, and inferior services.
The final suggestion is to “measurably contribute to organizational success.” The emphasis is in original and if it wasn’t, I would have added it. Understanding what outcomes you intend to achieve and then measuring your success at meeting them is the only way to ever know if you’re being effective or not. And, just as important, what gets measured, gets done.
Get the whole report at http://ascambassador1.usc.edu/Home/CentersandPrograms/ResearchCenters/SCPRC/PrevGAP.aspx
