Get your message out loud and clear
As all departments and organisations in the public sector suck in tummies to tighten budgetary belts, it is often the communications function that is seen as a sensible place to push for greater savings.
The accepted wisdom is, after all, that PR and marketing are nice-to-have rather than must-have activities. One recent survey of PR professionals in the public and not-for-profit sectors revealed that two thirds expect budgets to be cut during the next year.
The penchant for seeking communications cuts is being exacerbated in the current climate; Conservative Party criticism of public sector spending reaches new heights when it comes to anything that smacks of 'spin'.
Unfortunately it is all too easy to caricature spending on communications as wasteful and its practitioners as pashmina-draped fluff-merchants or shadowy spinmeisters; what do 12 press officers do all day? How can you justify spending £10m on advertising?
What is often forgotten in this kind of debate is the fact that communications are critical to the success of core polices and activity.
A new job club, however well run, will only deliver if users know it exists. Reducing child obesity rates means convincing families and individuals to change behaviour in the face of the persuasive billions spent by the private sector on advertising to motivate easy and fun spending decisions.
Depressingly, communications professionals all too often fail to challenge the accepted wisdom that they are somehow non-essential.
There is abundant evidence to show that effective communications are just as critical to success as any operational element.
Sarah Pearson
As consumers of public services our views and attitudes are influenced by the perception of effectiveness as much as our direct experience: attitude and buzz matters.
The company I work for, Hanover, hosted a discussion in October which, taking as read that communications is an essential not a luxury, sought to identify ways to be successful despite budget cuts. It was fascinating to see how different organisations are planning and prioritising to deal with the coming storm.
At the highest level Matt Tee, permanent secretary for government communications, was interested in how communications teams in different departments and organisations can improve integration and look at "themed communications" to make better use of resources.
The identification of partnerships as a way to amplify impact and extend reach was of interest beyond government. Linda Quinn, director of communications and marketing at the Big Lottery Fund highlighted tactical partnerships with both local organisations and mainstream broadcasters as important ways that the Fund has reached new audiences.
With cuts unavoidable, there was also a broad consensus that it will be critical for communicators themselves to decide how to re-prioritise.
Donald Steel, BBC head of press, argued strongly for making sure you take internal audiences with you as you decide to focus on fewer, well-defined priorities that will have the biggest impact for your organisation: in his case Strictly Come Dancing and Eastenders.
Whatever the coming months and years bring, communicators need to set aside the belief that they are dispensable.
Sarah Pearson is senior account director at communications consultancy Hanover
Other top tips
• Count: Don't skimp on evaluation; now more than ever it is critical to prioritise based on evidence and demonstrate the value communications brings in tangible terms
• Target: Make clever use of channels, especially digital media, using them to reach specific audiences
• Talent: Greater versatility of communications teams is likely to be a priority but make sure you retain talented workers and use specialists as you need them
