Category: strategic insights

Trendwatching and Tripwires – Where We Are, and Where We’re Going

In late 2023 and early 2024, Cooksey Communications distributed a 30-question survey (the “Public Sector Insights Index”) to public sector communicators across Texas and nationwide, seeking to gain insights about the hottest topics and trends affecting government communications and engagement programs, which are currently driving future resource allocation and strategy planning.

Below is a brief summary of the most salient insights derived from the responses to that survey.

For more detailed insights on these topics and other key takeaways from our survey analysis, please contact our Public Sector Practice leaders Tom Bryson (tom.bryson@cookseypr.com or 945-455-9914) and Dorothy White (dorothy.white@cookseypr.com or 945-455-9924).

 

1. Communications and Engagement Budget Sizes:
Are typically less than 1% of the agency’s overall budget, and most commonly are less than 0.5% of the overall budget.

a. Over 58% of respondents indicated their Departmental or Communications & Engagement-related budget represents less than 0.5% of the agency’s overall budget.
b. Another 31% indicated their budget represents 0.5%-0.9% of the agency’s overall budget.
c. Accurate and completely reliable benchmarking is difficult because of discrepancies in how General Fund and other budgets are counted, the exclusion of PEG funds and some other payroll/expenditures, and the fact that some agencies have communications/engagement functions spread across various departmental budgets (which may or may not be counted in the totals referenced above).

2. Salaries for the Highest-Ranking Communications Department Staff Member:
Are predominantly $100,000 or more (30/48 respondents, or 62.5%), and over 30% of respondents (15/48) have salaries of $150,000 or more.

a. However, 25% of respondents (12/48) indicated the top-ranked Communications staffer has a salary of $75,000 – $99,999.
b. 12.5% (6/48) have a salary of less than $75,000.
c. Most respondents indicated they have a “Director” form of title. Those with a “Manager,” “Supervisor” or “Specialist” title tend to have lower indicated salaries.

3. Communications Staffing/Role Needs:
Over 56% of respondents (27/48) indicated they plan or expect to add a staff member to their department within the next 1-2 years.

The most commonly cited staffing or role needs are:
a. Social media/web/digital specialists and managers
b. Graphic designers
c. Videographers/photographers/multimedia specialists
d. General writers/content developers
e. Community outreach/public engagement staff
f. Internal communications staff
g. Administrative/traffic coordinators
h. Communications Director or PIO
i. Assistant Director or Manager
j. Bilingual communications staff/translators

4. Enhanced Efforts to Communicate With or Engage Diverse Audiences:
Over 80% of respondents (39/48) indicated they have made enhancements to their organization’s communications or public engagement efforts over the past year to better reach diverse audiences or in order to be more inclusive.

5. Challenges Remain in Reaching and Engaging Diverse Audiences:
Over three-quarters of respondents (38/48) say they still aren’t reaching some public stakeholders very effectively.

The most commonly cited areas where respondents feel they’re falling short are:
a. New residents
b. Non-native English speakers
c. Apartment dwellers
d. HOAs/subdivisions
e. Senior adults who aren’t internet users
f. Young adults without kids
g. Teens and youth
h. Business owners and employees
i. University students
j. Those who don’t watch/read the news or participate in social media, generally

6. Use of AI (Artificial Intelligence) Within Communications and Engagement Efforts Is On the Rise.
Nearly 80% (38/48) of respondents say they either have recently explored or are already actively using AI in some way to enhance their organization’s communications and engagement program.

Respondents most commonly say they’re exploring or using the following:

a. Chat GPT (significant use)
b. Google Bard and Motion.ai (some use)
c. Many are also using AI capabilities embedded within other programs or tools such as Adobe Creative Suite/Photoshop, Canva, Grammarly and Citibot 2.0

7. Some Communications & Engagement Shops (or the Parent Entities) Have Robust Policies and Guidelines in Place, While Others Are Lacking in This Area.
Surprisingly, VERY FEW have policies in place for use of AI despite the high exploratory/usage figures noted above, and despite AI’s potential risks and complications. Remarkably, just 6% of respondents (3/48) said they have a policy specifically addressing their organization’s or department’s use of AI and/or other emerging digital tools.

The most commonly found policies are:

a. Social Media Policy (90% or 43/48)
b. Brand Standards/Guidelines (81% or 39/48)
c. Crisis Communications Policy or Plan (65% or 31/48)
d. Remote Work Policy (54% or 26/48)
e. General Communications/Marketing/Public Engagement Policy (50% or 24/48)
f. Media Relations/Official Spokesperson Policy (46% or 22/48)
g. Filming/Photography Guidelines (44% or 21/48)
h. Drone Policy (15% or 7/48)

8. Most Governmental Entities Surveyed Have 5-19 Social Media Handles or Channels, While Some (Mostly Larger Entities) have 20 or More.

a. 2% reporting having fewer than 5 handles/channels.
b. 27% reported having 5-9 handles/channels.
c. 35% reported having 10-19 handles/channels.
d. 17% reported having 20-29 handles/channels.
e. 8% reported having 30-39 handles/channels.
f. 2% reported having 40-49 handles/channels.
g. 8% reporting having 50 or more handles/channels.

9. Most Commonly Used Communications and Engagement Channels/Tools Are:

a. Social media (100%)
b. News releases (92%)
c. Town Hall meetings or other public gatherings to share info/solicit input (90%)
d. Text/SMS-based emergency alerts (88%)
e. Video programming, on channel/internet (85%) (tie)
E-newsletters (85%) (tie)
f. Email-based emergency alerts (83%)
g. Community surveys to get feedback on the effectiveness of current comms/engagement efforts (81%) (tie)
Informational signage/displays at public facilities (81%) (tie)
h. Phone call-based emergency alerts (77%)
i. Utility bill inserts (71%)
j. Door hangers (67%)
k. Direct mail (58%)
l. Printed newsletters (46%)
m. Podcast(s) (27%)

10. The Most Commonly Cited Communications and Engagement Platforms/Channels Respondents Are Contemplating or Evaluating for Near-Term Future Use Include:

a. Threads
b. AI (including AI-driven website chatbots)
c. Podcasts
d. Dedicated public engagement platforms (e.g., Social Pinpoint, Bang the Table, Engagement HQ, Zencity)
e. Quick community feedback tools (e.g., FlashVote and See/Click/Fix)
f. Various others

11. On a Scale of 1-10, where 1 is “Extremely Decentralized” and 10 is “Extremely Centralized,” Respondents Rated Their Agency’s Communications and Engagement Program as a 6, on average (“Somewhat Centralized”).

a. 42% indicated MORE centralization was still needed, with more power or control being unified under the respondent or in the Communications Department generally.
b. 33% indicated that some communications functions needed to be centralized, while others should be more decentralized.
c. Only 12% indicated that their organization had struck the right balance between centralization and decentralization, and that no change was needed in this respect.
d. NONE indicated that the communications and engagement program overall needs to be more decentralized.

 

All agencies that participated in the 2024 Cooksey Insights Index Survey will be receiving a deep dive analysis of the survey results. Cooksey plans to renew the Insights Index every two years, now that 2024 has set a baseline.

How To Get The Most Out Of UnSummit: PR Evolving

When my UnSummit co-chair, Emily Bruce, and I began working on this year’s conference, one of our initial tasks was developing our event theme. As we discussed what we envisioned for the UnSummit and what we’d want to see as attendees, the idea of evolution kept popping into my head. As PR practitioners, we’ve all witnessed the evolution of the newsroom, the integration of more technology into our work and even the changes in how many of us go to work each day – from flex schedules to hybrid, remote and more. It’s why the theme PR Evolving became the perfect building block for PRSA Dallas’ first post-Covid, in-person UnSummit.

We’ve planned a day filled with dynamic speakers on everything ranging from what it took to tackle an evolving crisis at the Dallas Zoo and the latest DEI business insights from the Dallas Regional Chamber to the ethics of AI and learning how to leverage it safely and efficiently. And we even have a meditation practice mixed in with the great networking that only comes at in-person events. With so much content, we want to ensure everyone takes full advantage of UnSummit: PR Evolving, so I’d like to share a few tips on getting the most out of your experience.  

1. Get ready to network. Can you believe it’s our first in-person UnSummit in four years?! If that doesn’t resonate as an opportunity for networking, I don’t know what does. If you’re going solo, take a chance and sit next to someone you don’t yet know. If you’re going with your team, take time to break off and work the room a little bit. To get outside my comfort zone, I set a goal of trying to meet at least three new people at every event I attend. Do what works for you but take advantage of the time together. You never know whom you might meet and the connection it may provide now or down the road for new business, a job opportunity or friendship. And, if you have the time, plan and schedule a get-together with someone or a group of friends following the UnSummit. Who doesn’t love an early Friday happy hour? 
2. Come prepared and follow up. It may seem obvious, but often the obvious is the first thing we forget. When planning for your day at UnSummit, have your phone fully charged (with a battery pack on hand if you think you might need it) and bring your favorite tools for taking notes and plenty of business cards – they’ll come in handy with all the networking. If you’re like me, you may not always be great at keeping track of the business cards you receive. I’ve learned to take photos of the ones I receive or, better yet, use the moment to ask if it’s ok to connect on LinkedIn and do it then. It’s challenging and extra work, but if you make an interesting connection, send a quick follow-up note after UnSummit. 
3. Keep what you’ve learned top-of-mind. Our speakers will offer great industry insights, best practices and forward-looking thinking. You want to ensure you walk away with as much knowledge as possible, so when you take notes, do it in a way that what you learned will still be fresh once you’re back in the frenzy of home/work life. I find that even if I take copious notes, it helps if I write down the speaker’s name and company along with three to four specific takeaways with a flagged detail to follow up on, learn more about or perhaps suggest as an opportunity for our agency.  You (or your company) are paying valuable dollars to attend the UnSummit, so make sure you make it worthwhile. 
4. The shameless plug. Finally, It would be wrong if I didn’t do my job as co-chair and remind all of us that PRSA Dallas is only as strong as the members who actively engage in and support it. So, in addition to registering yourself, invite a friend or a colleague who works in PR but may not be familiar with PRSA. UnSummit is also a great way to introduce young professionals to PRSA’s educational and networking opportunities and benefits. And finally, consider becoming a sponsor for the UnSummit. Not only do the dollars support continuing education for our region’s PR professionals and help PRSA provide excellent programming, but they can also reap benefits for your company, including greater awareness, job candidates and possibly new business. You can register and learn more about sponsorships here:https://prsadallas.org/meetinginfo.php?id=221&ts=1690486751

By Mary Kate Jeffries, Vice President & Real Estate and Development Practice Leader

The Impostor Syndrome: Hopelessly Lost but Making Good Time

Do you ever feel like a phony?

You might be an accomplished professional with a distinguished education, polished resume, remarkable achievements and the respect of colleagues and co-workers. Yet, day-in and day-out, you feel like you’re going to be discovered as a fraud any minute now.

Negative comments or actions are amplified and self-doubt convinces you that you’re not qualified to be where you are. Somebody’s going to find out. Oh, you’ve picked up enough along the way to fake it, but how much longer can that last?

You’re not alone.

Mentalfloss.com said ‘Impostor syndrome’ is “a distortion of thinking that makes (people) believe they’re actually incompetent, unintelligent and lazy. They’re convinced they’re faking their way through their accomplishments, and one day, they’ll be found out – exposed for the frauds they believe themselves to be.”

In her now-famous 2012 TED Talk, Harvard Business School Professor Amy Cuddy, Ph.D., described her own experience with Impostor syndrome after her brain injury that threatened her academic future.

“I fought my way back—very slowly—and eventually finished college and persuaded someone to take me on as a grad student at Princeton,” Dr. Cuddy explained in an article on leanin.org. “But for years afterward I was haunted by Impostor fears. Every achievement led me to feel more afraid, while even the smallest failure confirmed my belief that I didn’t belong. ‘I’m not supposed to be here’ ran through my head over and over.”

Dr. Cuddy describes an antidote to this kind of anxiety as presence, that is the ability to inhabit and trust the integrity of one’s own values, feelings and capabilities. “This capacity for presence is the seedbed of confidence, courage and resilience required to rise to even the most daunting of life’s challenges.”

Ironically, the majority of folks that can identify with Impostor syndrome are actually very high performing individuals with ‘mad skills.’ They are not usually, however, afflicted with ego or, consequently, self-confidence.

Two of the biggest problems with Impostor syndrome are that it can hold you back and can become a self-fulfilling prophecy. If you believe you don’t deserve the credit or success you’re experiencing, the chances are you won’t be apt to branch out, push the envelope and try to accomplish more. Even worse, if you believe fervently enough that you are not deserving of your own accomplishments, you can dwell on negative comments and mounting self-doubt and will wind up imploding your career. That is no good for you or for your agency.

How To Combat Impostor Syndrome:

1. Say ‘Impostor syndrome’ aloud. Just verbalizing it helps reduce its impact. Aloud it actually sounds pretty ridiculous.
2. Keep a list of your accomplishments. Refer back to it as often as needed to realize it is real.
3. Celebrate ‘Impostors’ in your agency. Recognize and celebrate the good work of your people, especially those that may fall into this category. It’ll help them and, in doing so, you.
4. Fake it til you make it. Even if you don’t believe yourself to be a legitimate success, act like one until you achieve the ‘presence’ Cuddy speaks of.
5. Invest your accomplishments in your agency. It’s a subtle distinction but consider your accomplishments to be that of your agency. Not that you should wash your hands of your good work, but consider that you work on behalf of your agency and that your good works are their good works. In other words, it helps legitimize your accomplishments if you ‘share the wealth.’
6. Seek a mentor. Chances are you will find someone that has experienced the same degree of self-doubt. Knowing that you are not alone can help overcome the effect.
7. Mentor someone else. You will be less likely to discount your own expertise or accomplishments if part of your responsibility is to pass along professional life wisdom to others.
8. Acknowledge the people around you that got you where you are didn’t make a mistake. Muse.com says “Don’t doubt the intelligence of those who have promoted you, hired you, or offered you opportunities. They have made deliberate choices based on your experience and potential. You really do deserve to be there.”
9. Realize that ‘Impostor syndrome’ is a symptom of success. Again, comsays that if you’re feeling like a fraud, believe it or not, you’re probably doing something right.
10. Write a blog. It leads others to the notion that you know what you’re talking about.

By Tom Bryson, Vice President & Public Sector Practice Leader

You Can Lead a Horse to Water but You Can’t Make Him Think

Commensurate with the explosion of the information age, the role of communications professionals in government – the PIO function, to boil it down to basics – has seen a rapid expansion during the past 25 years. Today, the job is so much more than just writing press releases and talking to reporters.

But, for the old horses that galloped into the job on day one with a typewriter on their desk (Google it, kids), is there any gas left in the tank?

For those of us that had the gig for more than four presidents, or longer, it is a virtual certainty that we didn’t head out from college with this career in mind. Many of us started out in journalism or public relations and, by happenstance, wound up in government. And thanks be to your deity of choice that we did because we also wound up on the front lines of the technological revolution in information and communications. That, in turn, became a tidal wave of innovation in new and different ways to reach the public that were unheard of in the days when Starbuck referred to a family name on Battlestar Galactica (the original one, with Ben Cartwright).

Some refer to it as the difference between digital natives (many of our kids never knew a time when technology wasn’t in their lives) and digital immigrants, (those of us that remember Pong as breakthrough technology) who had to learn the rest as it came rushing towards us.

It has been, and will continue to be, a daily challenge to keep up with it all, but there may never again be a more exciting time to be a government communications professional.

So, particularly if you’re a digital immigrant, on the back nine of your career, nowhere near the clubhouse and maybe in the rough, there are some dos and don’ts that may help you keep up.

• DO surround yourself with the best and the brightest at every opportunity. Hire digital natives. If you’ve got a teenager, pay attention to what they do and how they do it.
• DO seek out professional associations and conferences that can enhance your skill set and give you a network of like-minded colleagues to consult. However, do your research into the organization. Be sure the conference is going to be productive and not an excuse for its members to get out of town.
• DO resolve that the best years of your career are still ahead of you, especially if you’re, say, within five or so years of retirement. That is a golden opportunity to determine what kind of time you have to accomplish extraordinary things, if you put your mind to it.
• DO follow people on the site formerly known as Twitter, Facebook, Instagram, TikTok and other social media du jour. There’s nothing like engagement to help you master the task at hand.
• DO browse electronic stores. Yep, when the going gets tough, the tough go shopping. In this case, simply looking around at emerging tech for sale at the consumer level can contribute to your knowledge base. It is what your audience will be using to receive your message.
• DON’T stop learning. Get to know YouTube, TikTok,  Vimeo and the like for the  exponentially-growing wealth of videos that can explain anything to you. Subscribe to podcasts and online magazines and news aggregators that cater to your profession and keep you ‘in the know.’
• DON’T stop trying to get better. In fact, why don’t you try to be the very best there is at what you do? Why not? It’s not so much about the goal as the journey.
• DON’T stop networking. People that do what you do are out there and are going through the same growing pains that you are experiencing. Compare notes, watch each other’s backs and up each other’s game.
• DON’T stop thinking about tomorrow. (Sorry).

There is absolutely no reason that old horses can’t learn new tech. And, to continue the excruciating equine metaphors, you can lead an old horse to water, but you can’t make him think.

That part is up to the horse.

By Tom Bryson, Vice President & Public Sector Practice Leader