Ensuring Effective Internal Communication in Local Government

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By James Flick
September 23, 2024

Internal communication is a topic that often comes up in my work with local governments nationwide. Why? Internal communication is the backbone of effective service delivery. Clear and effective communication enables collaboration and ensures staff work towards department or organizational goals. It also clarifies key policies, processes and responsibilities, empowering employees to perform their duties more efficiently.

The Importance of Being Well-Informed

Well-informed local government employees are better equipped to serve the public. Having reliable and useful information enables them to perform their duties more effectively and accurately. However, internal communication does more than streamline operations. It also can impact employee morale. Staff members who understand an organization’s mission and how their work contributes to it are often more engaged and motivated. Conversely, when communication breaks down, it leads to inefficiencies, delays and even mistakes.

One challenge that frequently arises is the tendency for individual departments to develop their own identities, isolating them from the rest of the organization. When this occurs, the flow of information between departments slows, causing ripple effects across the organization. This can result in fragmented or inefficient service delivery. Breaking down these silos requires deliberate efforts from leadership and staff alike.

The Role of Leadership in Communication

Fostering effective communication requires leadership. Local government leaders set the tone for open and inclusive communication and are responsible for creating a culture within their staff that encourages open dialogue. This culture cannot just be about sending emails and holding meetings. It should be about establishing a practice of proactive engagement. This can include everything from regular check-ins to creating opportunities for staff to voice their concerns and offer feedback.

One of the most effective ways to foster engagement is for leadership to engage with employees in their work environments. When leaders take the time to visit staff members where they are, whether in the field or their offices, it sends a powerful message: that every employee’s work matters and that their input is valued and appreciated. Face-to-face engagement can create opportunities for leaders to solicit real-time feedback, address concerns and incorporate front-line insights into decision-making.

Proactive Engagement Practices

Local government leaders can foster proactive communication and engagement in several practical ways. These include:

• Process Improvement Teams: Form cross-departmental teams reviewing existing policies, procedures, and processes. These teams can recommend improvements, enhance communication channels and create opportunities for collaboration.
• Regular Staff Meetings: Hold regular meetings that bring together all staff to introduce new ideas, provide updates and solicit feedback. These meetings create a unified voice within the organization and ensure employees are on the same page.
• Lunch and Learns: These informal events can be used to share knowledge, train staff on new processes or discuss important topics. The relaxed setting fosters open dialogue and allows employees to ask questions and contribute to decision-making.
• Staff Committees: Create committees composed of staff members from various departments to vet new ideas, discuss potential changes and make recommendations to leadership. This ensures that staff are actively involved in decision-making processes.
• Open Office Hours: Encourage managers and department heads to hold regular office hours where staff can discuss issues, ask questions or offer suggestions. This provides a direct line of communication between leadership and employees.

Staff must also be made aware of how their feedback is being used. When employees provide input, managers and other leaders should close the communication loop by explaining how that input was considered and incorporated (or why it wasn’t feasible). This transparency fosters a collaborative environment where employees feel comfortable sharing their ideas and challenges.

Cross-Departmental Collaboration

Effective internal communication becomes even more critical in processes requiring multiple departments’ collaboration. For example, commercial and residential plan reviews often require input from planning, zoning, engineering, public works or other departments. Without clear communication between these groups, plans can get delayed, creating frustration for staff and the public.

To enhance cross-departmental communication, local governments can adopt practices such as:

• Regular Cross-Departmental Meetings: Schedule regular meetings to discuss ongoing projects, challenges and opportunities. These meetings can help departments stay aligned and address potential roadblocks before they escalate.
• Service Level Agreements (SLAs): Establish formal agreements between departments that outline communication and service delivery expectations. These agreements ensure everyone is on the same page and aware of their responsibilities.
• Internal Newsletters or Bulletins: Develop a regular internal newsletter that updates department activities, upcoming projects and other important information. This will help keep everyone informed and reduce the likelihood of miscommunication.
• Cross-Departmental Events: Host social or team-building events that bring together staff from different departments. These events can help break down silos and foster a greater sense of camaraderie.

By implementing these strategies, local governments can ensure effective internal communication that fosters collaboration, boosts morale and enhances overall service delivery. Effective communication isn’t just about sending messages—it’s about creating a culture where dialogue is encouraged, feedback is valued and everyone is working towards a common goal.

---

Author: James Flick received his Master of Public Administration from Northern Kentucky University, where he has also served as an Adjunct Instructor teaching Public Policy, Budgeting, Ethics, and more. He is currently a Senior Consultant with Raftelis, a local government and utility management consulting firm, and serves as the President of ASPA’s Greater Cincinnati Chapter.

(No Ratings Yet)
Loading...