Luke Blair - the London view
Luke Blair is a director at London Communications Agency, the specialist consultancy focusing on the capital.
Getting the basics right is a phrase that perhaps most often pops up on training courses, in interviews, or during pitches.
Just after Boris Johnson was elected for a second term last year, an announcement was made by the Department for Culture, Media and Sport which we would have all been forgiven for missing - even those of us in the business of public sector communicat...
One way of judging an organisation, especially a public sector organisation, is what kind of proactive or reactive stance it takes to communications.
In this week's column, London Communications Agency director Luke Blair looks at findings from research conducted by his agency.
I spent a whole day last week taking part in some fascinating discussions about the future of the NHS in London and how to communicate the vision and strategy associated with this.
The trend to make frontline practitioners the leaders of our institutions is exemplified by a number of current high profile figures.
I think we can safely say summer is over and, with this thought, I would point out what a good summer it has been for the public sector and for public sector communications.
Is the public sector trusted more than the private sector? Or vice-versa? Who should be trusted with public services? Is the profit motive more powerful than the public spiritedness?
Extraordinary times breed extraordinary leaders and, as various parts of the public sector have become ever more difficult to manage recently, we have seen a lot of different leadership styles of late.
I wrote in one of these columns three years ago that watching different parts of the public sector trying to talk to each other was rather initially amusing, but ultimately rather depressing.
There are many unintended consequences of belt-tightening and penny-pinching, especially in the public sector. Being urged to deliver 'more for less' creates a strain on public finances, on timescales, on resources, and on people.
It is often said that the public sector talks a different language and I must say over the past few weeks I've heard earfuls of evidence to prove it.
Communications professionals employed by the public sector do much more than pump out press releases on behalf of their organisations.
The new drive towards this thing called localism poses some interesting challenges for communications professionals in the public sector.
The thing about creativity and the creative process is that it can all too easily become tangled up in jargon and management-speak, whenever it comes up as a subject for discussion.
If I start this column with the words 'local government finance' in the first paragraph, I realise that you may read no further.
So another public body - this time Tameside Borough Council - has turned to social media to reach out to its customers.
These must be hard times for the in house magazine. When times are tough, expensively produced internal communications publications are probably the first to feel the pinch.
Everyone is fighting for themselves out there in the public sector at the moment.
Town halls across the country are heading into perhaps their most challenging months since the dark days of the 1980s, when they all came under siege from the government of Margaret Thatcher.
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