A blog about government-to-citizen digital communication and engagement, Government 2.0, GovDelivery, and other e-government issues
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Recently, I wrote an article on how to create mobile-optimized emails. That blog post provided tips on how to improve the experience of reading email on a mobile device, which led me to think about what you shouldn’t do when creating emails.

So, here are some things to keep in mind when putting together your next email:

  1. Email CommunicationDon’t copy and paste from a word processing program.
    Most word processing programs (such as Microsoft Word) will actually insert a lot of unnecessary, and unseen, code into an HTML email if you cut and paste it into your email software. Oftentimes, this will cause your email to look strange, and you won’t know why. A better solution for cutting and pasting is to paste your text into a basic text editor such as Notepad or the code portion of Dreamweaver. Then copy from the text editor and paste into your email solution. Taking this extra step will strip out unwanted code and make your emails display better in the various clients’ email.
  2. Don’t forget to include “alt image” text.
    I know how it goes. We’re all busy. It’s easy to drop an image into an email and move on to the next task without pausing to fill in extra details like the “alt text” on your images. This is a bad habit, so make the effort to break it now. When you skip this important step, your emails will not encourage people to accept images from your organization as well as making it difficult for people with vision problems to decipher your email. Take the extra 5 seconds it takes to enter in alt text. It’s worth it in the long run.
  3. Don’t make your emails too wide.
    As I mentioned in my previous post, we are rapidly headed toward the time where the majority of emails will be viewed on a mobile device. To ignore this trend could be the difference between highly engaged readers and a digital ghost town. The old standard for email widths was 600px – 750px. Given the rise in popularity of mobile devices, I would suggest shooting for a standard width in the 350px – 500px range. They will display on mobile devices a lot better and will still look good on a larger desktop screen.
  4. Don’t assume your email will render the same for everyone.
    Did you know that, with the number of email clients, browsers and operating systems available, there are literally thousands of ways one individual email can look? Thousands! What can be done about this? First, try to find designs, layouts, fonts, and color schemes that will render well on some of the most common email/OS/browser combinations. For example, how does your email look in Outlook 2007 while running on Windows 7, or in Gmail running on Chrome? If it looks good for the most common possibilities, you can assume it will look OK on the rest. To find out how it will look across multiple combinations, use an email testing service such as Litmus or Email on Acid. These services are inexpensive ways to see how your message will look without spending a lot of time trying to cobble together lots of different systems to test on your own. Also, some email sending systems provide this type of testing as part of the platform.
  5. Don’t use long URLs in the text version of your email.
    When you’re creating HTML emails it’s fine to use a long URL, because the link gets hidden in the attribute tag. But, when you check out the text version of your email (you are sending a text version with every HTML version, right??), you may discover that a nice looking “click here” becomes “http://www.youragencyname.gov/files/05012013/web/stories/new/this-is-your-story-that-you-want-to-share99477546.html.”For readers who see the text version of your email, this is not visually appealing or informative. I suggest you go in and edit the text version of your message and use a link shortener, such as Bit.ly or Goo.gl to create something that looks like this: “To learn more about this story, click here: http://goo.gl/n3ZTe.” It will be a much cleaner read for your readers.
  6. Don’t embed video.
    Videos are a great way to engage your audience, and I highly recommend that you find creative ways to present your content in a video format. But, please don’t embed a video inside of an email. This will likely get your email to be marked as spam. A better approach is to use an image of one part of your video, such as the title page, and link the image to the video.
  7. Don’t use ALL CAPS.
    This one continues to baffle me. Writing in ALL CAPS is internet code for yelling or spam. I thought everyone knew that by now, but I still get at least one email a week where some portion of the email is written in ALL CAPS. If you need to highlight something exciting, choose a larger font, a different color, bold the font. Please don’t capitalize all the letters.
  8. Don’t use monster pictures.
    This is related to tip 7. While a nice, high-resolution image will look great when you display it on your 36 inch monitor, it probably doesn’t need to be in your email. Remember to shrink the image to something that’s web-ready. Leaving large images in your email could make them undeliverable if the email bumps up against file size limits. If it does make it into the inbox, the email will still take a long time to load. This can be annoying for people viewing your message on a mobile device. If you do want to offer the large, high-res version of your image, that’s great. Just create a thumbnail for your email and link to a spot where people can download the large version. That way those who want the big picture can still get it.
  9. Don’t use unprofessional fonts.
    There really is no place for Comic Sans or Papyrus fonts in professional emails. They just look silly and, depending on if people have that font installed, they may not display correctly. Personally, I prefer a nice sans serif font for emails. Something like Calibri, Arial or Verdana. But you can determine what you think looks professional and matches your brand. This also applies to using more than two different font types in one email, or using multiple colors and sizes. You want people to read your email, so make it easy on their eyes.
  10. Don’t forget etiquette.
    It doesn’t matter if it’s an email to your boss or a message you are sending to 75,000 people; following basic email etiquette will go a long way. Here is a great article that lists 25 tips for ensuring you aren’t creating an email faux pas with your messages.

I know some of you are thinking these items are pretty obvious, but you would be amazed at how many emails I get every day that violate one or more of these ‘don’ts’. If this list is basic stuff for you, then you’re probably well on your way to designing compelling emails. If you realized you violated one or more of these principles, then take some of these tips to start improving how you’re communicating with your audience. It’s never too late to start getting better. Remember, as Thomas Edison once said, “There’s a way to do it better – find it.”

Guest Post by Darren Caveney, co-creator of comms2point0 and Vice Chair of LGcomms

Email? Send them an email? But, hasn’t the world all shifted across to social media, I hear you cry?

Well yes and no. image smithsonianA whopping 94% of UK adults have an email address (source: Ofcom, 2012) That knocks into a cocked hat just about every social media statistic you’ll ever see.

Actually, most of us switch back and forth between both without really thinking about it too much. Smart phones and tablets have made it all so easy and seamless.

As [communications] professionals we know that we need to be confident using both mediums, but understand the subtle differences, the advantages offered by both and where synergies exist.

Crafting, targeting and loving your marketing emails.  Now that’s a skill which will come naturally for some. For others it needs a bit of thought and a bit of work. Just think about the array of approaches, of content, of style of the emails you receive each day – the good, the bad and the ugly.  Occasionally, I scan through my spam folder with sheer wonder at some of the nutty stuff people have thought appropriate for me.

As always, there is much to learn and case studies a plenty out there so when I nabbed a ticket for the excellent mailcamp at the swanky National Audit Office’s HQ I was all ears.

So, here’s a top 10 things you need to consider when sending an email, as suggested by the speakers at mailcamp

  1.  80% of your email’s content should sit at the top of the email – above the fold, as we used to say
  2. What you put in the subject box is vital. Make it interesting and relevant, make it stand out in a busy inbox
  3. Use links rather than pictures – pictures may look nicer but links will generate more click-throughs
  4. Include surveys and competitions to encourage interaction, but only if the content of them is relevant to what your subscribers want
  5. Be fleet of foot – think about relevant opportunities which breaking news, current affairs and live events can throw up, and how you might time your emails to coincide
  6. Timing is key – if you want people to attend a weekend event, hitting their inbox on Friday late morning/early afternoon can be key in influencing their weekend plans
  7. Your ‘call to action’ must be clear and simple. And it must be referenced in your email subject line
  8. Integrate your email activity with your social media channels – cross-promote, co-ordinate, converge
  9. What works for social media can also work for email – be authentic, be honest, tell stories
  10. Measure, measure, measure – study the analytics. But do measure the right thing – don’t fret about openings if your goal is click-throughs and sign ups.

Of course, there’s more to running successful email marketing campaigns than this but if we nail these as a starter for 10 then we can expect a decent return.

Thanks to Steph Gray for organising mailcamp, to Nick Halliday for hosting and for GovDelivery and Dave Worsell for sponsoring and buying the pizza.

See original post on comms2point0 blog.

photo credit

Collaboration, customer service, and mobile communications top the list of trends important to state and local governments in 2013, according to results of a GovDelivery survey of more than 400 individuals in U.S. state, county and city government organizations.

Improvements to the three trends can help state and local governments fulfill their core missions more efficiently:

  • Better collaboration increases efficiency.
  • Better customer service through increased engagement with citizens and stakeholders results in organizations fulfilling their missions.
  • Expanded use of mobile devices helps government organizations reduce their costs while enhancing productivity, collaboration, and customer service.

There is overlap in these trends. An initiative to better interact with citizens through text messaging, mobile-optimized websites with self-service options, and integrated digital communications can address all three objectives of improving customer service, supporting mobility and improving collaboration.

Survey respondents identified the top priorities from a list of potential trends including today’s hot topics, such as big data, cloud computing and cybersecurity. Respondents were asked to look at these trends through three filters:

  • Trends taking center stage in 2013 (affecting their agencies and others)
  • Trends directly affecting their own work
  • Trends that their organizations were already addressing

While there are differences between state, county and city government responses, all levels of government shared the top three trends overall:

  • Collaboration with other agencies and with citizens
  • Citizen/customer service
  • Mobility and bring your own device (BYOD)

statechartFollowing is a brief summary of each top trend presented in a white paper about the survey that is available for download.

Collaboration is Critical

Collaboration tops the list in the trends taking center stage for most state and local agencies in 2013. The question was framed to include collaboration with other government organizations as well as citizens.

Social media use is increasing within the private sector so it comes as no surprise that citizens want to collaborate with their local governments on social media and other channels such as interacting with government organizations using their own devices.

Most of the surveyed individuals said that collaboration affected their jobs directly and that their agencies are already addressing this trend. Nevertheless, there is room for improvement, as reported in the white paper.

When asked if they use social media to find information that affects their own jobs and organizations, just over half of respondents said yes. Particularly in county governments, many respondents are not yet making use of social media for collaborative purposes.

In 2013, expect state and local government organizations to expand their use of digital technologies in support of collaboration:

  • Supporting collaboration with other agencies and citizens through pervasive social media channels
  • Cross-promoting programs and communications with other agencies through websites and digital technologies
  • Using dedicated communities and channels for inter-agency collaboration.

Customer Service is a Top Priority

For state and city government respondents, the top trend identified as affecting their own jobs and as being addressed by government was citizen/customer service. For county governments, citizen/customer service ranked second behind collaboration.

City governments have made the greatest strides in using social media to share news and information from their organizations. This is positive, as communication with customers is the first critical stage of customer service for many organizations.

Email and text messaging are other important channels for improving service through communications. Letting citizens subscribe to the information they need helps government agencies communicate more effectively and thus, serve the public more effectively.

In 2013, expect broader adoption of both social media and other digital channels in support of customer service initiatives across all branches of government.

Embracing Mobile Government

Expanding the use of mobile devices and phones is a major concern for government organizations at all levels. Internally, many employees want to use their own devices to access applications and data. Externally, citizens and constituents are embracing mobile technologies and mobile applications at a rapid pace creating new opportunities for government agencies to engage with citizens.

Enabling mobile access to government systems provides an opportunity to engage citizens and improves productivity while reducing government coststo provision devices to employees and contractors.

The rapid growth in mobile adoption may be outpacing some government efforts. While about half of the survey respondents listed mobile/BYOD as a top trend, fewer said that their agencies are actually addressing the issue.

Getting a handle on mobile and personal devices is a top priority for state and local government organizations:

  • Externally, government organizations need to find ways to engage with citizens and constituents on their mobile devices, whether on dedicated government mobile applications and mobile-optimized websites or through email and text messaging.
  • Internally, government organizations need to develop policies around using personal devices and security protections for their most vital systems. Mobile devices and applications can help employees be more responsive and collaborative with their colleagues and others. As the demand for higher customer satisfaction grows in the public sector, so will the need for mobile devices.

Download the white paper for more details about the survey results.

More collaboration, better customer service, and expanded use of mobile devices and applications are top trends for federal government agencies in 2013. The trends are intertwined. Mobile devices/apps make information available 24/7 and increase interaction between customers and agencies and between agencies. The result is more collaboration and better customer service.

About 200 individuals in U.S. federal agencies identified the top 2013 trends in a GovDelivery survey. They identified the top trends from a list of hot topics, such as big data/open data, cybersecurity, budgets, technology and cloud computing.

Respondents were asked to look at the trends through three filters:

  • Trends taking center stage in 2013 (affecting their agencies and others)
  • Trends directly affecting their own work
  • Trends that their organizations are already addressing

The three trends ranked at the top of all three categories were those with the greatest impact on government productivity and effectiveness:

  • Mobility and bring your own device (BYOD)
  • Citizen/customer service
  • Collaboration with other agencies and with citizens

fedchartFollowing is a brief summary of each top trend presented in a white paper that is available for download.

Mobile Government Tops the Agenda

Mobile government/bring your own device (BYOD) tops the list of trends that respondents think will take center stage in 2013. Citizens and constituents are embracing mobile technologies and mobile apps at a rapid pace creating new opportunities for government agencies to engage with them. Mobile is an important channel for information distribution and can be critical for time-sensitive communications.

The government recognizes the importance of mobile communications. Improving citizens’ mobile access to government service is a critical part of the White House Digital Government Strategy. As part of the push to make digital government customer-focused, the strategy requires federal agencies to use mobile technologies for priority customer services.

Despite the push by the government to encourage use of mobile technologies, this is one area where agencies may be lagging in their efforts, as the white paper reports. While more than half of the respondents to the GovDelivery survey listed mobile/BYOD as a top trend, only 39 percent said their agencies are addressing this issue.

Citizen/Customer Service is Top of Mind

Citizen/customer service is one of the top trends in all three categories (broad trends, trends affecting the respondents’ own jobs, and trends already addressed within their organizations). Federal agencies want to improve service whether the customer is a taxpayer working with the IRS, a patient at the Department of Veterans Affairs, or one of the many other types of agency customers.

Communication, the first critical stage of customer service, is an area of opportunity for improved service. Yet many federal agencies are ignoring social media for relevant citizen interactions, according to the white paper, even though the White House Digital Government Strategy has a mandate to provide “customer-centric” government through the use of digital technologies. In 2013, expect federal agencies to follow their counterparts in state and local governments with expanded use of social media and other digital channels (SMS, email, self-service web, mobile apps) for customer service and citizen engagement.

Collaboration is Everyone’s Job

The top trend that respondents see affecting their own work is the trend toward collaboration, both with other government organizations and with citizens. They expect an increase in the use of digital communications to support collaboration, both inter-agency and with the public.

For example, collaboration with citizens often takes place on public forums utilizing social media channels. Inter-agency collaboration can range from cross-promoting digital content and initiatives to working together behind the scenes as happens when the government responds to emergency situations. When a major weather event occurs, such as a hurricane, federal agencies communicate internally and with state and local agencies.

Fueling collaboration are several converging trends, including:

  • Widely available digital tools and technologies that enable new levels of collaboration
  • The demand for increased productivity and efficiency with existing budgets
  • A new generation of individuals entering the workforce with collaborative work practices

Agencies will need to identify and implement appropriate technologies and policies/processes for managing digital communications and will need to consider security and accessibility issues.

Download the white paper for full survey details and analysis.

We’ve been writing about ‘channel shift’ in government for some time. The benefits of using new digital channels for citizen communications are clear – the Cabinet Office expects the UK government to realise savings of 1.2 billion pounds sterling by 2015 through its Government Digital Strategy.

gov bubble So, what’s holding us up?

It takes more than time and technology

It’s tempting to see the channel shift issue as an issue of technology and resources.  Hire a webmaster to build a better website.  Hire someone to post things on social media.  Send a few emails.  Watch the savings pile up and the citizens rejoice.

If only it were so simple.  To deliver a measurable return for agency investments, ‘channel shift’ strategies have to overcome several common obstacles in government organisations.

Decentralised, isolated efforts

For many agencies, the biggest cultural challenge is getting around isolated pockets of efforts and communications.  You might hire someone to do Twitter, for example, or maintain a Facebook page that operates on its own, without being part of an integrated strategy to improve service levels.

The result of this approach is isolated ‘silos’ of data that make it difficult to reengage citizens across your multiple channels.  This can actually increase your costs (through duplication of efforts) and limit the impact of your online strategies.

Shifting models of engagement with citizens

Government entities face an internet-adept generation of citizens that expects a certain level of real-time communications and interactive relationships with government.

In her paper “Digital Communications and Channel Shift in Government,” government communications analyst Liz Azyan discusses the challenges of adapting to these changing citizen expectations:

“Citizen engagement with the new socially informed generation also calls for two-way dialog.  Governments are shifting their view of citizens as consumers and allowing citizens to become contributors in the development of government. ”

Learn from the successes of others

How do you identify and address cultural obstacles?  Learning from others is one good way. This blog can be a resource for sharing successes in digital government organisations. And at GovDelivery, we sponsor research and ongoing analysis into what works and what doesn’t.

As part of those efforts, we’re making available a series of white papers by Liz Azyan, a blogger and analyst that specialises in government digital communications. The first of these papers addresses the cultural issues behind channel shift.  The paper includes examples of government agencies using digital strategies – including Twitter and Flickr photo sharing – for creative campaigns and citizen engagement. Look for inspiration and guidance – and then share your successes with us.

With sequestration officially underway, the phrase “doing more with less” carries more weight than ever before. While cuts are being made across the board, citizens’ needs remain, posing quite a challenging situation for government organizations and their communications efforts. As budgets are forced to become even tighter, budgetsorganizations are being called upon to serve the needs of citizens by thinking innovatively and creatively.

The need to innovate to solve public sector challenges is quite familiar to Phil Bertolini, CIO for Oakland County, Michigan. While struggling with decreasing revenues and budgets, Bertolini and his team found that citizens were demanding more information than ever before. They quickly realized the need to find an efficient and effective way to meet citizens’ needs while simultaneously meeting the county’s budget.

Realizing that traditional methods would not suffice, Bertolini looked elsewhere, looking to technology as a solution for Oakland County’s communications challenge. The transition to digital communications began changing the way Oakland County handled their communications. Oakland County began placing more and more information online, leveraging various social media channels to reach a larger audience much more quickly than before. Citizens now had easy access to the information they needed through a variety of convenient, online channels that provided savings in both time and resources to Oakland County.

Oakland County is not alone in this transformation. Many organizations are now turning to technology to provide more efficient solutions to increasing communication challenges. There are many other ways in which leveraging technology around your office can help your organization cut communication costs. Here are three examples of where to begin.

  • cloudcomputingWork “in the cloud”. Cloud computing refers to computing resources that are delivered on a network, (most commonly the internet). Working in the cloud reduces office storage and hardware costs because all of your information is online. Many companies, such as Google, provide a variety of cloud-computing applications that include email accounts and collaborative document sharing (GoogleDocs) in lieu of standard office software. The best part? Cloud computing allows this information to be accessed anywhere on a variety of mobile devices, such as smartphones, tablets, and e-readers.
  • Leverage video communications. Video communications can greatly reduce the costs associated with in-person meetings and conferences, travel expenses, and phone bills. While it’s great to have everyone in the same room at the same time, it can be very costly. Videoconferencing allows everyone to maintain the critical face-to-face contact that helps facilitate communications while eliminating the many costs (travel, accommodations and food) that can result from in-person meetings. Videoconferencing also allows for an even larger number of attendees to participate in the conversation. Adapting video communications software can greatly reduce the expensive phone bills most organizations experience. Skype is one example. Skype is a cloud-based software application that allows users to communicate by voice, video, and instant messaging at no cost. Using Skype in place of phone calls (when possible) for communications between employees on a regular basis can reduce the costs associated with company phone bills.
  • going paperlessGo paperless. Think of everything that gets printed in your office a day. Flyers and printed information for your customers aside, think of just the memos, notes, forms, and contact lists alone laying around your desk. I myself can count six separate items on my desk right now. Try going paperless. For internal items, you can have scans readily accessible on your desktop. For internal communications between employees and colleagues, you can send emails with attachments to digital documents. These steps can help you reduce the costs associated with printing quickly and easily.

There are many ways to begin cutting costs around your office; it’s just a matter of where to start. Examining your organization’s most extraneous costs is a great place to start. While you may not be able to fully eliminate some of these costs, it’s fairly easy to find both short and long-term reduction strategies.

For more ideas of where to cut costs throughout your organization, check out 22 Ways to Cut Costs in Time of Sequester and watch Phil Bertolini’s video discussing Oakland County’s communication challenges.

Yesterday, at just before 3 pm, bombs exploded near the finish line at Boston Marathon, often known as the world’s oldest annual marathon.

There are few words that can express the sorrow we here at GovDelivery are feeling – not just for Bostonians but for all the thousands of spectators from around the world who were in the crowd and city yesterday. While Boston may not be anywhere close to your city or town, the fact is that the Boston Marathon attracts runners from all around the world, in a spirit of sportsmanship similar to the Olympics. It’s likely you know someone who knows someone who was there. One of GovDelivery’s very own staff members was nearby during the explosion, with his daughter.

After reading about the explosions on a news website, I sent a text to my best friends in Boston to see if they were okay. Thankfully, as Bostonians, they had stayed home due to the normal disruptions of the marathon. They told me they were paying attention to television reports for updates on the developing situation, but they hadn’t received any other information. They were also following directions from the media to not use their cell phones for fear of cell phone detonation.

As a communications professional working for a communications software company focused on the public sector, I am acutely aware of how a situation like this disrupts our lives and yet, how critical it is for the public to be receiving important, official updates. Listening to the emergency responder calls on the news last night, one of the responders noted that someone needs to get on social media and let people know that the police were sweeping the area in search of other bombs and to stay inside.

In urgent and emergency situations like the Boston Marathon attack, reaching citizens and residents with information can be a matter of life and death. With clients like the Federal Emergency Management Agency (FEMA), we’ve seen and partnered with government organizations to get the word out when it’s most critical. Here are three communications tips to implement quickly in any emergency:

  1. Leverage your digital properties. Social media is a great way to get the word out about an emergency situation, as Boston emergency responders noted. There’s no denying the ripple effect of social media in reaching an amazing amount of people. But people have become increasingly aware of the rumor mill on Twitter and Facebook. People still want to hear directly from you, and they’ll visit your website to find out more. Your website can hold as much information as needed. Be sure to update your organization’s websites and blogs, with prominent news placement on the home page, as soon as you can when an emergency hits.
  2. Use every communication channel you can. Your organization’s website or blog should be the main hub for information on the emergency. You can post detailed information to these digital properties, from updates on the current situation to links to other organizations that are providing help, such as the American Red Cross, to contact information for key people – either to report a tip or to try and find a loved one. But this doesn’t mean that you should ignore your other channels. During an emergency, the broader your reach, the better. Be sure to use email updates, text messages/SMS alerts, voice messages, and social media postings along with more traditional methods, such as news releases, press conferences, or media interviews, to push your messages out to the public in as many ways as possible.
  3. Communicate whenever you have an update. This seems like common sense but the truth is that, in emergency situations, the public craves information, and you want to make sure that they are receiving official information. During Hurricane Sandy, false tweets pervaded Twitter, adding to the fear of an already chaotic situation. By communicating often, with updates to your organization’s website and alerts going out via email, SMS, and social media, your organization can help provide the news that’s needed to keep the public informed and safe.

To streamline the communications process for the three tips above, offer the public options to sign up to receive updates from your organization. These updates can be via email, SMS, voice, RSS, or social media. This puts your information directly in the hands of the public. A communications platform that supports multichannel distribution with automation can be extremely helpful in times like these. Below, you can see an example from the National Guard Bureau on multichannel communications regarding the Boston Marathon attack.

Beyond handling the immediate logistics of getting people to safety and securing an area during an emergency, consistent communications in the aftermath of an attack like yesterday’s can also provide a stabilizing force.

Today, our thoughts and prayers are with those who’ve been affected by the Boston Marathon attack while we work alongside our many government partners to communicate critical information to the public.

For more information on what’s happening in Boston, visit:

 

Photo Gallery: The National Guard Bureau responds to the Boston tragedy.

Website:

National Guard Bureau-Web-Boston-Marathon

Email bulletin:

National Guard Bureau-Bulletin-Boston Marathon

News Widget:National Guard Bureau-Widget-Boston-MarathonSocial Media (Twitter & Facebook):

National Guard Bureau-Twitter-Boston-MarathonNational Guard Bureau-FB-Boston-Marathon

 

By Lance Horne, General Manager, GovDelivery Federal Team

talking bubbleNo one thought it would happen. If you look back at all the news stories and interviews, no one in the Federal government believed that sequestration would actually happen. But here we are, and it’s clear that sequestration is making an impact. In my last post, I focused on employee communications during sequestration, focusing on how important it is to keep the lines of communication open for your staff. Now, more than ever, being a leader is as much about communicating effectively as it is about vision and strategy.

In today’s post, I want to focus on a different kind of communication: government-to-citizen communication. In the wake of sequestration, I’m pretty sure your agency may have already had a few encounters with confused citizens over what will be cut from the budget – and how it will affect them. And rightfully so. Generally speaking, people are aware that there will be budget cuts. Deep down, people probably realize there’s a possibility that their particular program may be subject to cutbacks. The biggest challenge is how to talk with citizens and stakeholders and keep them updated about what’s going on.

But, in spite of all the challenges that sequestration poses, I believe it’s possible to gain exceptional reach and value with digital communications components that drive efficiency in the face of furloughed employees and funding shortfalls.

Yesterday I talked about how the cuts may be sporadic, and I used the example of national parks. With summer right around the corner, people are likely planning vacations and may be considering visits to parks. Keeping them informed becomes crucial to keeping them satisfied, allowing them to plan their vacations better. They may not be happy with park closures, but they will be more satisfied knowing ahead of time rather than showing up to the park and not being able to get in.

In an age when new information can go viral in a matter of minutes, your agency is competing for public attention on a variety of devices.  To keep people informed, you need to manage multichannel digital communications – email, text messaging, social media and more – in one system. Having a digital communication system in place at a time like this can save your agency lots of time while continuing to keep customers informed and satisfied.

In our work with more than 550 government organizations worldwide, we tell our customers that you need to have a digital communication management system that can help you dramatically increase your direct connections with the public. By maximizing your direct connections with the public, when you need to relay important information that will impact a citizen’s life, you can do so immediately through multiple channels.

I gave one example of parks earlier, but there are additional situations where an efficient communication strategy is critical. Hurricane season starts in June, and it’s plausible that sequestration could still be in full effect at that time. For an organization like the Federal Emergency Management Agency (FEMA), sequestration cuts may mean that there are fewer resources to meet the agency’s mission of preparedness. Yet, FEMA’s goal isultimately to keep America’s citizens safe, and this isn’t something the agency can bend on. In emergency situations, effective government-to-citizen communications are lifesaving. Even with sequestration cuts, relaying critical information is simply not an area that should be eliminated.

In addition, collaborative digital communication tools can be extremely helpful. By using a collaborative forum, you might be able to strengthen your relationship with the public by being able to gather feedback and create dialogue with citizens in an environment that’s more secure than a social network. By creating collaborative communities, you can create secure, virtual communities that encourage higher levels of engagement. Not only do you provide information, but you can monitor and respond to feedback easily. Plus, you’ll be able to publish content quickly to as many, or as few, people you desire.

I’d like to hear about what you’re doing in your agency to effectively communicate with the public during sequestration. What have you tried that works? Are you forming communities? Have you found other ways to keep citizens informed? Please share what you think is working.

Read my first post, Don’t Sequester Your Agency from Employees During Sequestration.

To get the FREE EBOOK, Leveraging Digital Communications In Emergencies, click here.

In an era of limited resources, governments need to build strong hello my name isrelationships with citizens and stakeholders, and what better place to start than by improving customer service. That’s just what public sector entities in the United Kingdom plan to do. In a GovDelivery survey of almost 100 UK government employees, respondents identified customer service as the top trend taking centre stage in 2013. At the same time, more than two-thirds of respondents said that government is already working to improve customer service.

Take a look at this infographic that provides a visual overview of survey results. As one of the graphs depicts, customer service is far and away the top priority for the UK government compared to budget or big data. Collaboration, however, comes in at a healthy second place. For a full analysis of the survey results, download the white paper.

The white paper notes that communication with citizens is the first critical stage of customer service for most public sector organisations and one of the easiest to modify to improve services. One way the UK government is improving communication is via strong support for social and digital programs.

UK_digital_govFor example, the Government Digital Strategy published by the Cabinet Office calls for government organisations to embrace digital services to constituents. New or redesigned services must conform to a “digital-by-default” standard. It also calls for the Central Government to consolidate publishing on the GOV.UK site and raise awareness of digital resources. With such a strong focus on digital communication, the government has an opportunity to engage with and consult the public, establishing the collaboration that develops into good communication, which ultimately leads to excellent customer service. In addition, digital tools can help departments meet their objectives of improving customer service, even during times of constrained budgets.

Despite the government’s emphasis on a strong digital program, only about half of respondents said their departments use social media to communicate with citizens- so there is room for improvement. Find out more by downloading the white paper, which provides an in-depth analysis of the survey findings and to learn how the three top UK government trends for 2013 are related.

Imagine for a moment that you are in an area that is about to be hit by a hurricane. What would you want to know to prepare? Do you know where the safest place will be? How will you contact other family members if separated? These getting your message heardquestions are extremely important when faced with a disaster. And if you work in the public sector, another important question is: What good is your message if your audience isn’t getting it?

As a government employee, you may have critical information that could potentially save lives before or during an urgent situation, but if your message doesn’t actually get to your intended recipients, the message is useless.

The town of Ocean City, Maryland, quickly realized the importance of this question during the aftermath of Hurricane Irene in 2011. Overall, the storm caused 47 deaths and over $15 billion worth of damage. Despite the myriad of communications being sent out by town staff, Ocean City residents felt they hadn’t received adequate or timely information about the storm.

Ocean City officials listened to their citizens and stakeholders and took action. They began by discussing their current communications system. The town already had a system in place that pushed out email alerts; however, administrators felt that a more flexible system was necessary. They wanted the ability to send messages, especially emergency alerts, via multiple channels, including text messages or SMS. They knew there was a phone alertsmuch more efficient and effective way to communicate emergency and other high priority information to residents.

In July 2012, Ocean City selected and implemented a multichannel, integrated digital communication platform: GovDelivery Digital Communication Management (DCM). Residents are now able to sign up for a wide variety of topics such as Jobs, Council updates and City Wide Alerts.

The system not only allows Ocean City to send out email and text messages, but it has also helped the town dramatically increase its reach.

In the wake of Hurricane Sandy, Ocean City was significantly more prepared, using the system to get the word out about preparation, storm updates and recovery efforts.

“In times of emergencies, it’s critical for the town to have a system in place that allows us to quickly reach out to our residents and stakeholders with information that they need to keep themselves and their properties safe or secure. With Hurricane Sandy, I was glad to know that we were using the same system that FEMA was using to get the word out about the storm,” said Joe Theobald, Emergency Services Director, Ocean City, MD.

Despite Hurricane Sandy’s devastation, Ocean City residents reported being “extremely satisfied” with officials’ communication throughout the storm. To read the full success story, click here.

If you’d like to know more on how to guide the public in preparing for emergency situations, click here to get the FREE E-BOOK, Leveraging Digital Communications in Emergencies.