More Than Messengers: The Essential Role of Government Communicators
Celebrating the storytellers and public engagement leaders who keep communities connected
Today’s post is an 11-minute read — longer than usual but packed with gov goodness for this special day. I’ve gathered insights from four award-winning communicators who know what it takes to build trust, fight misinformation, and connect communities. It’s free to everyone — no paywall. If you find it valuable, feel free to share!
Friday, Feb. 21, is Government Communicators Day — a day to recognize the invaluable contributions of public communicators across the nation. And recognize them we will. These are my people. I served in this profession for nearly 24 years, and I wouldn’t have the experience and wisdom I try to pass on at Good Government Files without those who came before me, doing exceptional work.
Government communicators are the connective tissue of local government — ensuring transparency, countering misinformation, and keeping residents informed. Today, we recognize their dedication and the essential role they play in keeping communities engaged and informed.
“Government Communicators Day is a platform to showcase the pivotal role that public communicators play in shaping public perception, disseminating critical information, and fostering community engagement,” said Scott Lehtonen, Executive Director of the City-County Communications & Marketing Association (3CMA). “For 364 days of the year, these professionals work tirelessly behind the scenes, and on this day, we aim to bring them into the spotlight they deserve.”
Government communicators often find themselves fighting for recognition — not just from the public, but within their own organizations. Too often, their work is seen as a “nice to have” rather than a core government function. But in an era where public trust in government is fragile, misinformation spreads in seconds, and budget watchdogs are scrutinizing every dollar spent, government communications is not an extra — it’s mission-critical.
In celebration of Government Communicators Day, I spoke with four leading professionals in the field — Mitch Beaumont, Hope Boyd, Molly Fox, and Brian Ligon. Their experiences, insights, and passion for public service make one thing clear: government communicators aren’t just part of the system — they are the system. They shape public perception and connect residents to their local governments in ways that build lasting trust.
A Core Function, Not a Luxury
For years, government communicators have fought the perception that their work is secondary to services like public safety and public works. But anyone who has worked in the profession knows better. And if there was ever any doubt, the pandemic erased it.
Ligon, Communications and Marketing Director for the City of Mont Belvieu, Texas, recalls a moment early in his tenure there when a consultant dismissed his role outright. He referred to communications and marketing as “a luxury item,” Ligon said.
“And I was like, ‘Nice to meet you, too,’” he recalled. “I thought, ‘Is that all I am? I’m a luxury item?’”
Fast forward a few years, and everything changed. As COVID-19 swept across the country, local governments scrambled to navigate evolving public health guidelines, economic uncertainty, and community anxiety. Cities needed someone who could process a flood of information and make it understandable for residents — someone trained to communicate clearly, quickly, and effectively.
For Mont Belvieu, that person was Ligon.
“All of a sudden, all those comms efforts flowed through me,” he said. “People realized, this isn’t extra. This is essential.”
Fox, Director of Communications for the City of Bedford, Texas, and president of the Texas Association of Municipal Information Officers (TAMIO), echoes that sentiment.
“The pandemic was a huge game changer for so many cities,” she said. “It led them to realize that a full-time government communicator isn’t a luxury, it’s a necessity.”
Boyd, Chief Communications and Marketing Officer for the City of Cleburne, Texas, agrees that today’s communicators must do more than push out messages — they must actively shape public understanding.
“You need clear, timely, accurate information,” she said. “You always did, but now, with public scrutiny, you can really see how important it is. Rumors spread fast, so you need someone who understands the power of words, how to craft something, and how to put information out in a way that people will understand and trust.”
Despite the lessons of the past few years, many communicators still find themselves having to prove their worth — especially in today’s political climate, where cutting government spending is often framed as a virtue. Some local governments see communications as an easy place cut. But without communicators, residents don’t understand where their tax dollars go. Without communicators, misinformation spreads unchecked. Without communicators, cities are left reacting to crises instead of proactively shaping the public narrative.
Beaumont, Communications Manager for the City of La Vista, Nebraska, takes it a step further. He warns that the growing hostility toward government has long-term consequences — not just for public trust, but for recruitment and retention in public service.
“It’s not just about making sure our community knows what we’re doing,” he said. “It’s about who we will have in the future to do that work.”
In other words, this isn’t just about messaging — it’s about the future of government itself. Investing in professional communication is as fundamental as fire stations and street maintenance.
Fighting Misinformation and Building Trust
Misinformation spreads fast — faster than facts, faster than official statements, and certainly faster than government processes. Fox sees this as one of the greatest challenges of the profession.
“Local government communicators stand at the front lines of transparency,” she said. “Our role isn’t just to share information — it’s to show the facts, explain the why behind our spending decisions.”
That last part — the why — is crucial. People don’t just want to know what their government is doing; they want to understand why decisions are made. Otherwise, a line item in the budget — say, $50,000 for a new Christmas tree — becomes fodder for outrage.
Beaumont believes the foundation of that trust starts with something as basic as accuracy.
“All credit goes to my communication specialist, Stephanie (Grams), who can sniff out an inconsistency or inaccuracy like a bloodhound,” he said. “Everything we put out can hit our reputation, so we fight to make sure it’s right.”
Trust isn’t built with a single press release or social media post — it’s built in everyday interactions. It’s in the quick response to a resident’s question. It’s in the clear, honest explanation of why a project is taking longer than expected. And, as Beaumont experienced firsthand, sometimes it’s as simple as following up.
For more than two years, La Vista has been replacing aging infrastructure in its oldest neighborhood. One resident, frustrated with the disruption, regularly emailed for updates. Each time, Beaumont made sure to get her an answer as quickly as possible. One day, seemingly out of the blue, she sent a handwritten note to the mayor — thanking him, Beaumont, and the project manager by name.
“It’s the little things,” he said. “And hopefully she remembers that when her taxes go up or when something else doesn’t go right. Those little contributions add up over time to a good reputation for the community.”
Branding and Storytelling
Government communicators shape how people feel about their communities. Whether it’s the name of a city initiative, the visuals used in a marketing campaign, or the way a city’s story is told, branding isn’t just about logos and taglines. It’s about identity, trust, and connection.
When he joined the City of Mont Belvieu, Ligon saw an opportunity to create something that residents could take ownership of — something that wasn’t just a government label, but a symbol of community pride.
“I just started referring to the city as MBTX,” he said. “It wasn’t a directive; it wasn’t a campaign — it was just something I did. And then, I saw a guy name his business MBTX Lawn and Landscape. That’s when I knew we had something. It meant something to people.”
This is where government branding differs from corporate branding — it’s not about selling a product. It’s about creating a sense of belonging. A well-defined brand doesn’t just help cities communicate effectively; it reinforces trust by making government feel familiar, rather than distant or bureaucratic.
Beaumont sees this play out daily in La Vista. In 2020, the city didn’t rebrand — it established a brand. And at the heart of that brand was a simple but powerful idea: La Vista is a place where small gestures and big ideas are both priorities.
“That’s who we are,” Beaumont said. “We do a ton of community events — that’s why I have bags under my eyes. And we take on massive economic development projects that other cities aren’t willing to touch. Over time, those projects have provided for us, and that’s the heart and soul of who we are.”
At its core, storytelling is what makes government human. Residents don’t engage with policies — they engage with stories. Boyd believes the key is putting a face to the work, showing the people behind the services that keep a city running.
“Here are the people who are working on your streets. Here are the people who are fixing the water main break right now,” she said. “Adding that element helps build trust. Because once you see somebody and you connect with somebody, that’s when you enhance the transparency and the trust between government and the citizens.”
A strong brand helps cities rise above the noise, communicate with clarity, and reinforce the simple truth to residents that their local government belongs to them.
The Role of Listening
Boyd believes listening is just as critical as messaging.
“Listening is half of communication,” she said. “A lot of people focus on output — what are you writing, what are you saying? But we have to stop and ask, ‘What are people saying back?’”
For Boyd, this goes beyond just monitoring comments. It’s about responding, engaging, and making sure residents feel heard.
“If we know a post is going to be a hot-button issue, I plan my morning around it,” she said. “I monitor the comments, I reply when I can, and I make sure people aren’t just shouting into the abyss. When they see that we actually respond, it changes things.”
Ligon knows this challenge well. He’s learned to anticipate skepticism and prepare his responses before the criticism even starts.
“The ‘boobirds’ are going to come calling — I know they will,” he said. “So, I make sure I have the receipts. I want to be able to say, ‘I hear your concerns, but here’s the proof.’”
His approach is simple but effective: acknowledge frustrations, provide facts, and be ready with documentation that shows exactly what city leaders are doing and why. Ligon has gone so far as to let residents know what neighborhood he lives in to reinforce the idea that someone is listening who cares and understands the challenges.
A Seat at the Table
For government communicators to do their jobs well, they need more than just good instincts and strong writing skills — they need access. Being included in decision-making early, rather than being called in after problems arise, is the difference between effective public engagement and damage control.
Fox doesn’t mince words on this point.
“We need to be in the room where decisions are being made, included in executive staff meetings, consulted early — before that road project begins, not after the first complaint comes in,” she said.
Too often, communicators are seen as the last step in the process — the ones who “put out the press release” after leadership has already made a decision. But when communicators are brought in late, they aren’t given the opportunity to shape the messaging in a way that builds understanding and trust. Worse, they may not have all the facts, which can lead to confusion, frustration, and avoidable backlash.
It goes beyond access — it’s about support. City leaders who understand the value of communications don’t just invite their communicators into the conversation; they equip them with the tools they need to do their jobs well. That means investing in resources, whether it’s funding for a print newsletter, staffing for social media management, or making time to host public meetings that foster real dialogue.
“We just went through a (bidding) process for our printed newsletter,” Fox said. “For our 50,000 residents to receive it (monthly), it costs a little over $100,000 a year. That’s a significant investment, but according to our statistically valid surveys, it’s the main way people get information from the city.”
It’s easy to think of communications as a nice-to-have when budgets are tight. But what happens when cities don’t invest in getting their message out? Someone else fills the gap — whether it’s residents speculating on Nextdoor, an interest group pushing an agenda, or a news outlet with a rookie reporter who’s never covered government before.
“When communicators don’t have a seat at the table, we’re not just hampered in doing our jobs,” Fox said. “The whole city suffers.”
Effective communication is how cities maintain credibility and build trust that lasts far beyond any single project or initiative. And if trust is the foundation of good government, then communicators aren’t just messengers.
They’re architects.
The State of the Profession: Strong
If there’s one thing that’s clear from these conversations, it’s that government communications is not just surviving — it’s evolving, growing stronger, more strategic, and is more essential than ever.
Ligon, a board member for both 3CMA and TAMIO, has seen firsthand how perceptions have changed. Attendance at annual conferences has jumped the last few years, and more cities are entering and winning awards for excellence.
“The state of our profession is strong,” he said. “And I can say that with all the confidence in my heart.”
Today’s government communicators are more than just writers and press liaisons. They’re strategic advisors. They’re crisis managers. They’re brand builders. They’re trust brokers. And they are shaping the future of public service, ensuring that cities don’t just operate effectively — but that residents believe in them.
Of course, challenges remain. Budget pressures, political scrutiny, and the constant evolution of media platforms mean communicators must always be adapting. But if this profession has proven anything, it’s that government communicators are resilient. They will continue to rise to the occasion, find new ways to engage their communities, and ensure trust in local government isn’t just maintained — it’s strengthened.
Because at the end of the day, good government isn’t just about policies and services. It’s about people. It’s about trust. And government communicators will always be at the heart of that work.
Today, we honor their service.
Onward and Upward.