Let’s Take a Look Under the Hood

Why So Many Cities Are Asking for Communications Assessments Right Now

At Slate Communications, we’ve seen a significant uptick in requests for assessments of communications and marketing departments. It’s not just a trend, it’s a signal.

Cities and counties are beginning to ask the big, overdue questions: Is our communications program working? Are we set up to meet today’s expectations? What’s missing?

We believe there are a few reasons why this moment is happening and why it matters so much:

1. Modernization is necessary… but tough.

Let’s face it: most local government communication departments were built for a different time. A time when the written word was prioritized, ALL industry professionals were labeled as PIOs, and when we still had full-time local reporters. Today’s audiences, however, expect real-time updates, compelling visuals, interactive tools, and a conversational tone, all delivered across multiple platforms and devices.

Modernizing communications and building the capacity to evolve is no longer optional. But that doesn’t mean it’s easy.

For many communications professionals, there’s a constant tug-of-war between strategic clarity and the pressure to keep up with “the next big thing.” Should we be on TikTok? Do we need to respond to every comment? Why aren’t we getting more likes?

The truth is, modernizing doesn’t mean chasing shiny objects (or tools). It means thoughtfully aligning your message, methods, and tools with the needs of your audience and the mission of your organization. And that can be daunting. 

Assessments help organizations make deliberate choices, ensuring that modernization is about more than platform adoption. It’s about intention, structure, and strategy.

2. Communicators deserve a seat at the table.

Communications departments in local government have long been underfunded, understaffed, and, frankly, underrespected. For decades, these teams have been tasked with managing everything from media relations and public engagement to social media, branding, and crisis response, often with minimal staff and limited budgets.

Part of the challenge is perception. In many organizations, communications is still viewed as a tactical support function rather than a strategic one. And for as long as most of us can remember, everyone thinks they’re a communications expert.

When professional communicators advocate for more resources, training, or capacity, they’re often met with resistance, not because leaders don’t value communication, but because the profession is still misunderstood. Similar to planning, engineering, and finance, communications is a professional field that requires expertise. Asking one person to possess all the skillsets needed to support your modernized communications department is unreasonable. Unicorns exist, but even they need to take a day off every now and then.

Assessments provide objective validation of what communication directors have known all along: that effective communication requires strategy, skill, structure, and resources.

3. The world is changing, and communication is finally being seen for what it is: the backbone of democracy.

If the last few years have taught us anything, it’s that communication isn’t just a skill, it’s a pillar of public service. In times of crisis, change, or uncertainty, how we communicate can either build trust… or erode it.

More and more, local governments are recognizing that authentic communication isn’t a nice-to-have; it’s essential infrastructure. It’s how we listen. It’s how we lead. It’s how we move beyond surface-level sentiment and into meaningful engagement that leads to better decisions and stronger communities.

Government communicators are uniquely positioned to meet this moment. They aren’t just content creators or press release writers; they’re liaisons between policy and people. They translate complexity into clarity, and intention into connection. When done well, their work helps residents feel seen, heard, and part of something larger.

The growing demand for communications assessments shows that local governments understand this. They know the stakes are high. They know their teams need support. It’s not because something’s broken. It’s because they’re invested in doing it right.

It’s Not Broken, But…

Communications assessments aren’t a sign of weakness; they’re a sign of progress. Cities and counties aren’t asking for assessments because they’ve failed. They’re asking because they care. Because they want to strengthen what’s working, fix what’s not, and ensure their communication efforts reflect the communities they serve.

Because when local government communicates well, communities thrive.

Kim Newcomer
CEO

Kim has 26 years of experience in communications and marketing for communities. She has a proven method of blending traditional communication tools with progressive engagement techniques. Prior to starting Slate, Kim worked for the communities of Vail, Durango, and Fort Collins, Colorado.