Gold-Standard Practices for Local Government Communication (25,000 Population City)
Best Practices for Local Government Communication and Soundbites Integration
Effective communication is the lifeblood of local governance. In a city of about 25,000 residents on the edge of a metropolitan area (such as Hastings, Minnesota), officials face the dual challenge of maintaining small-town accessibility while meeting modern expectations for transparency and engagement. This report presents a comprehensive overview of gold-standard communication practices for local governments, drawn from recent academic research and policy studies. It defines role-specific guidelines for mayors, council members, city administrators, and department heads on how frequently and by what methods they should inform and engage the public. Furthermore, it highlights how Soundbites – 30-second verified voice notes – can serve as an optimal tool to fulfill these communication best practices with minimal time investment. The report concludes with an actionable playbook that city communications staff and officials can implement immediately, underscoring that frequent, authentic communication (in officials’ own voices) is not only easy but a growing community expectation.
The Importance of Frequent, Transparent Communication
Citizens today expect to hear from their local government regularly, not only in crises or during election season. Research shows that open and frequent communication from officials builds public trust and improves government services . An International City/County Management Association (ICMA) blog emphasizes that “an open line of communication – and responsiveness to it – creates public trust and improves the services that a community provides.” Likewise, industry analyses in 2025 note that “frequent updates keep residents informed and engaged” and that maintaining a steady flow of information demonstrates reliability . In short, transparency and timeliness are not optional; they are foundational to effective local governance.
Notably, the George Washington University’s Government Communications Study (2024) underscores that delays or unclear messaging erode public trust. In that national survey, government communication practitioners admitted that execution issues such as timeliness and messaging clarity contribute to citizens’ lack of trust in government information . Misinformation fills voids when official communication is too slow. The lesson is clear: proactive communication at regular intervals can preempt rumors and demonstrate that officials value keeping the public informed.
Academic and Policy Insights on Communication Frequency
Leading academic and policy institutions have started to quantify how often the public should hear from their leaders. While there is no one-size-fits-all formula, recent studies converge on the idea that “regular, ongoing communication” (as opposed to sporadic, reactive messaging) is a best practice . For example, a Bloomberg Harvard City Leadership Initiative case study in Des Moines (2024) observed that the city expanded its communications staff so that each department could increase outreach and evaluate effectiveness, with the aim of reaching “a larger group of residents, particularly those who have long been unengaged.” . This reflects a broader trend: cities are investing in communication capacity to ensure frequency and consistency.
Surveys of residents likewise indicate an appetite for regular updates. In one city’s annual communications survey, 84% of respondents reported reading the city’s monthly newsletter, making it the most-used information source, and most residents accessed city news at least on a monthly basis . Notably, channels like social media and email, which can be updated daily or weekly, had smaller but more frequent followings . The takeaway is that a monthly baseline communication (e.g. a city-wide newsletter or report) is expected by a majority of residents, while a significant subset seeks more frequent (weekly/daily) updates via digital channels. Thus, to accommodate all audiences, cities should provide information at multiple cadences: long-form summaries monthly, and brief touchpoints weekly or even daily on interactive platforms .
Moreover, two-way communication is emphasized in contemporary research. The ICMA notes that encouraging feedback and dialogue transforms residents from passive information receivers into active participants . Regular updates coupled with invitations for input (through surveys, social media Q&As, etc.) make communication more engaging and build trust. In a Brookings Institution discussion on civic participation, experts advocated that local governments designate staff to focus on public engagement and “bridge knowledge” to communities – again implying that consistent outreach (not occasional town halls only) is key to sustained engagement.
In summary, recent research from academia and leading think tanks points to a clear principle: communicate early, communicate often. Frequent, scheduled communications (weekly, monthly, etc.) are far more effective than ad-hoc messaging. Every message should be timely, clear, and accessible across multiple channels to reach diverse groups . These findings set the stage for defining how each local official can contribute.
Role-Specific Best Practices: Who Should Communicate, How Often, and How
A high-performing city communication strategy delineates the responsibilities of each official – from the mayor to department directors – in keeping the public informed. Every key leader has a role to play in regular, transparent communication. Below we detail best-practice guidelines for different roles, based on a synthesis of policy recommendations and successful municipal programs. The suggested frequencies (daily, weekly, monthly, etc.) balance what research indicates is optimal with practical considerations for a city of ~25,000 people.
Mayor: Weekly Updates and Community Leadership
As the elected executive and public face of the city, the Mayor should be one of the most visible communicators. Best practices call for mayors to provide frequent, consistent updates on city issues, initiatives, and achievements. In many cities, mayors deliver a formal “State of the City” address annually, but gold-standard communication means engaging far more often than once a year. A weekly update from the mayor is increasingly considered optimal for a city of this size:
Format: A short weekly communication in the mayor’s own voice – for example, a “Mayor’s Minute” style update via local media, city website, or a voice-note to residents. This update can recap important City Council decisions, highlight upcoming events, or explain pressing issues.
Evidence of Practice: In Benson, MN (a small city), the mayor initiated a bi-weekly radio segment called Mayor’s Minute to discuss Council activities and local happenings . Airing “every other Thursday,” the segment allows the mayor to “provide brief updates” and invite residents into the decision-making process . The success of this program – with positive feedback from listeners – demonstrates that regular mayoral communication (even just a few minutes on air) can bridge gaps and promote government transparency . It also encourages citizens to attend council meetings and get involved.
Content: The mayor’s weekly messages should focus on the “big picture” and values: explaining why decisions are made, sharing citywide progress, acknowledging concerns, and celebrating community successes. This aligns with guidance to “focus on the ‘why’ behind every initiative” to make messages meaningful . The tone should be authoritative yet approachable, instilling confidence that the city is proactively working for residents.
Availability for Urgent Updates: In addition to scheduled weekly notes, the mayor should be prepared to communicate immediately in a crisis or urgent situation (e.g. weather emergency, important breaking news), serving as the reassuring voice of the city. Timeliness in such moments is critical to contain misinformation .
By communicating weekly, a mayor shows citizens that leadership is not taking them for granted between elections. This frequency aligns with the notion that regular touchpoints from leaders build familiarity and trust, much like a standing conversation with the community. It also sets the tone for the rest of the government: if the mayor prioritizes communication, others will follow.
City Council Members: Monthly Constituent Outreach and Meeting Recaps
City Council members, often representing specific wards or districts, should maintain routine communication with their constituents to complement the mayor’s citywide messages. Research on public engagement suggests that when people feel informed about local governance, they are more likely to trust and participate in it . Council members can foster this by providing monthly updates focused on their area and legislative work:
Format: Many council members issue monthly newsletters or e-mail updates to residents in their district. For example, a councilmember in Oakland, CA advertises, “We send out monthly newsletters which include upcoming council items of interest, legislation we’re working on, and community events.” . This practice ensures that on at least a monthly basis, constituents hear directly from their representative about what City Hall is doing.
Content: Council communications should cover recent Council meeting decisions (explained in plain language), how those decisions affect the local community, upcoming agenda items, and ways for residents to voice their opinions. Including community news and district-specific projects (e.g. road repairs in a neighborhood, a new park program) makes the updates highly relevant to readers. The tone should be informative and constituent-focused: council members are the closest elected officials to the people, so their communications can be a bit more informal or conversational while still respectful and factual.
Interactive Elements: Council members are encouraged to hold quarterly town halls or listening sessions for two-way dialogue, in addition to their monthly written updates. The National League of Cities and other civic organizations note that regular opportunities for dialogue (even virtually) help councilmembers stay responsive and signal openness . A brief Soundbite from a councilmember after each council meeting (highlighting one or two key votes or explaining a complex issue) could serve as a quick, digestible recap for constituents who don’t have time to watch meetings.
Frequency-wise, monthly outreach hits a reasonable cadence – frequent enough to stay current, but not overwhelming for either the councilmember or the public. If there is a hot local issue, councilmembers should increase frequency (e.g. weekly blog posts or Facebook updates) to keep constituents informed of new developments, rather than waiting for the monthly cycle. Conversely, if an individual councilmember has limited capacity, the city communications team can assist or the mayor/city manager’s channels can carry some district-specific news, but the ideal is that each councilmember takes ownership of communicating with their residents regularly. This distributed communication effort ensures no part of the community feels ignored.
City Administrator/Manager: Weekly or Bi-Weekly Administrative Reports
The City Administrator (or City Manager, in a council-manager system) runs the day-to-day operations of the city and is a critical link between policy and execution. Best practices indicate that the administrator should provide frequent reports on city operations and initiatives, keeping both the Council and the public informed of progress. Many professional city managers already issue weekly update reports:
Format: A weekly email newsletter or report from the city manager’s office is considered a gold-standard practice in local government management. Cities like Eau Claire, WI and Pasadena, CA publish weekly manager’s updates as public newsletters. The Pasadena City Manager’s office explicitly notes: “This newsletter is one of many different ways for you to stay connected and informed… [It] provides information on departmental programs and services as well as upcoming events, and is also used to expand upon issues raised during City Council meetings.” . This illustrates how a manager’s weekly bulletin can tie together information across all departments and clarify any confusing issues from council sessions.
Content: The city administrator’s updates should be comprehensive yet concise. Typical content might include: project updates (status of infrastructure projects, new programs being rolled out), performance metrics or city service stats, reminders of key dates (budget hearings, registrations), and highlights of staff or department accomplishments. Essentially, it’s a high-level overview of “what the city government did this week” and what’s on the horizon. One city manager described the goal of weekly updates as giving residents “a glimpse into the daily work performed by our amazing employees” and sharing the often unseen efforts that keep the city running (Eau Claire City Manager, Weekly Newsletter) . By doing so, the manager builds appreciation and trust in the public workforce.
Audience and Tone: The report should be written in plain, accessible language (no bureaucratic jargon), suitable for the general public as well as city council members. It often doubles as an internal communication to staff, boosting transparency within the organization. A professional yet friendly tone works best – the manager is not a politician but a public servant explaining the “nuts and bolts” of city operations in service of the public.
Whether weekly or bi-weekly, the key is consistency. A regular manager’s report sets a cadence that both staff and citizens can rely on. It also underscores accountability – by documenting progress and challenges on a frequent basis, the administration shows it has nothing to hide. If resources allow, publishing the manager’s update on the city website and social media extends its reach. For example, many cities post the City Manager’s Weekly Report online every Friday afternoon, giving residents something to read over the weekend to stay informed on city matters.
Department Heads (Parks, Public Works, Police, etc.): Routine Updates in Their Domains
Each major department head (such as the Police Chief, Fire Chief, Public Works Director, Parks and Recreation Director, Library Director, etc.) should be empowered and expected to communicate regularly about their department’s activities. Modern governance emphasizes that transparency shouldn’t be siloed – every service the city provides can benefit from public communication. As one municipal guide put it, “Proactive communication with residents and other stakeholders builds trust and fosters a sense of community.” Thus, department-level communications are a crucial component of the overall strategy:
Cadence: The appropriate frequency may vary by department, but monthly updates are a good rule of thumb for most, with more frequent communication (weekly or as-needed) for departments that deal with rapidly changing information. For instance:
The Police or Public Safety Department might post a short weekly update (e.g. a “Crime Blotter” or safety tips) on social media, given the high public interest in safety. They may also do a monthly summary of incidents or outcomes, framing it in terms of community safety improvements.
The Public Works Director could issue bi-weekly briefings during construction season (to update on road works or utility projects) and perhaps monthly reports during quieter periods. Advance notice of road closures or infrastructure work should be communicated as soon as schedules are known (which often means weekly alerts).
The Parks and Recreation Director can share a monthly calendar of events, registration deadlines, and updates on park projects. Additionally, weekly highlights (like weekend event reminders or “Park of the Week” spotlights) can engage the community in leisure opportunities.
Administrative Departments (Finance, Planning, etc.) might do quarterly newsletters if their news is less frequent, but during active projects (e.g. budget season or comprehensive plan updates), even these departments should increase communications (weekly budget explainers, bi-weekly planning progress reports, etc.).
Channels and Formats: Department heads should utilize multiple channels in coordination with the central communications office. Common approaches include:
City Website News: Departments can publish news releases or blog-style articles on their section of the city website. (For example, a Library Director’s monthly column on new services, or an Economic Development update on business openings each month.)
Social Media: Many departments maintain an official Facebook or Twitter account (or contribute to the city-wide account). They should post status updates, photos, or short videos regularly. Consistency matters – e.g., a “#TrailTuesday” post every week from Parks & Rec featuring a different trail, or a Friday “Public Works Progress” photo update.
Community Meetings and Soundbites: Department heads should periodically appear at community forums or produce Soundbite voice notes on specialized topics. For example, the Public Works Director might record a 30-second Soundbite explaining why a certain street will be closed next week, or the Fire Chief might do a quick Soundbite on firework safety before July 4th. These personal voice messages can then be shared on the city’s communication channels.
Coordination and Training: It is crucial that department communications are coordinated through the city’s communications team to ensure consistency and avoid information silos. Leading cities assign communication liaisons to each department. In Des Moines’s recent communications revamp, “each communications team member serves as a liaison to at least one of the departments, publishing content, fielding media requests, and assisting in communications strategy development.” . This kind of structure ensures that every department head has support in crafting messages and that their communications align with the city’s overall messaging goals and schedule. All department spokespeople should also receive training in communication best practices (the ICMA recommends training all staff who interact with the public) – covering topics like plain language use, cultural sensitivity, and using data to inform messaging.
The overarching principle for department heads is “don’t hide your light under a bushel.” Every department does work that citizens would find interesting and relevant – if communicated well. Regular departmental updates not only inform the public about services they might not be aware of, but also humanize the government by showing the people behind the services. When residents regularly hear from the Public Works or Parks director, for instance, they come to see these officials as approachable experts and partners in the community, not distant bureaucrats. This can pay dividends in public cooperation and support for department initiatives.
Putting It Together: Coordinated Multi-Channel Outreach Calendar
To visualize how these role-specific communications interlock, consider a coordinated communications calendar for the city:
Daily: City social media accounts (managed by communications staff with input from departments) push out quick updates or engage with public comments. Departments like Police/Fire may give daily briefings on incidents when needed. (High frequency, informal tone, very timely updates.)
Weekly: Mayor’s update every week; City Manager’s weekly report every Friday; at least one department feature or story each week (rotating among departments or as news arises). Councilmembers post on social or local blogs about any major votes that week. (Moderate frequency, substantive content but concise.)
Monthly: A comprehensive citywide newsletter or “City Highlights” published each month (possibly compiled by the Communications Coordinator) featuring a message from the Mayor or City Manager, a roundup of each department’s news, upcoming events, and answers to common citizen questions. Councilmembers send out their monthly constituent newsletters. Departments like Parks & Rec release monthly event calendars. (Lower frequency, in-depth content, reaches broad audience including offline residents via print or email.)
Quarterly: Town hall meetings (could be hosted by Mayor or rotating among Council members and department heads) to allow face-to-face Q&A. Perhaps a quarterly “Community Voice” Soundbite series where each official records a reflection on the quarter’s accomplishments and challenges.
Annually: State of the City Address, annual report, budget presentation, etc., which are capstone communications summarizing the year and outlook ahead, underlining big-picture vision.
This layered approach ensures there is always a flow of information from City Hall to the public. No week should go by without some communication, and no major action should happen without an explanation to the people. By mapping communications to a regular schedule (while allowing flexibility for urgent or unexpected issues), the city can avoid the common pitfall of “going dark” for long periods and then scrambling to catch up when rumors or crises emerge. It establishes a proactive stance: the city leads the narrative about itself, rather than reacting to speculation.
Soundbites: 30-Second Voice Notes as an Optimal Communication Tool
Amid the array of communication methods available – from press releases to social media posts – one tool stands out as particularly well-suited to the needs of busy local officials and modern audiences: Soundbites, i.e., 30-second verified voice notes. Soundbites combine the brevity of a tweet, the authenticity of a voice, and the convenience of on-demand listening. Recent trends and studies suggest that short voice messages can significantly enhance government communications:
Personal and Trust-Building: Research in communications psychology finds that hearing a person’s voice conveys warmth and builds a stronger social bond than text alone . A study in the Journal of Experimental Psychology noted that voice interactions (phone or voice notes) create more connection and no more awkwardness than text-based communication . In the local government context, this means a 30-second voice message from the mayor or a department head can feel more authentic and human to residents than an equivalent written statement. It carries tone, sincerity, and personality – factors that help engender trust. As one communications expert quipped, “Voicemails? So passé. Voice notes? So trendy.” The idea is that a quick voice note strikes a balance: more personal than a press release, but easier than a live phone call or meeting.
Brevity and Clarity: A 30-second limit forces discipline in messaging – only the key facts and core message will be included. This aligns with crisis communication best practices which advise: “Be as brief as possible while still communicating key information (30–60 seconds works for most messages)” . In everyday use, a consistent 30-second format means officials can participate without fear of time sinks, and residents can consume updates without much effort. It’s the size of a typical radio PSA (public service announcement) segment, which broadcasters have long standardized at about 30 seconds for maximum listener retention . Thus, Soundbites respect residents’ busy schedules – they can quickly listen and get informed on the go.
Ease for Officials: Recording a 30-second Soundbite is a minimal time investment for a mayor or department head. It literally takes 30 seconds to speak the message (perhaps a minute or two more to collect one’s thoughts). There’s no lengthy drafting or editing process like with a written newsletter. Because it’s voice, it also sidesteps certain accessibility issues (for officials who might not be strong writers or who want to avoid their words being misconstrued – the tone of voice carries intent). As the Nonprofit communications guide notes, instead of laboring over another written email, “you record a 30-second voice note, capturing those lovely nuances of human speech, like warmth and humor. It’s human, it’s authentic, and it only takes 30 seconds out of your [listener’s] busy schedule.” This sentiment applies equally to a busy mayor reaching a time-strapped public.
Verified and Secure: The term “verified voice notes” implies that these Soundbites are coming through an official channel or platform that confirms the identity of the speaker. This is critical to prevent misinformation or impersonation. In an era of “deepfakes” and fake social media accounts, hearing the official’s actual voice in a controlled setting provides assurance that this message is genuinely from your mayor/official. The technology can watermark or certify the audio as an official city communication. Additionally, since Soundbites are short and to the point, there is less risk of sensitive details being divulged inadvertently; they are likely pre-approved talking points.
Accessibility and Convenience: Soundbites can be distributed easily through multiple channels: embedded in city emails, posted on the website, shared on social media, or even played on local radio/TV. Residents can listen at their convenience – it could be played back via a phone line for those without internet, for example. Unlike a live video, a 30-second audio file is small and can be accessed even on low-bandwidth. It also doesn’t demand the listener’s full visual attention (one can listen while driving or doing chores). These factors mean Soundbites can reach a broad audience, including those who might skip reading a long press release but will tap a play button on a concise voice update.
Real-world momentum behind voice notes supports their use in civic communication. Messaging platforms report billions of voice notes sent daily, and a recent YouGov poll found that 30% of adults use voice messaging at least weekly or more . People are becoming comfortable receiving information in this format. Several U.S. mayors have experimented with telephone town-halls (essentially conference calls) to reach constituents; Soundbites are a more targeted and convenient evolution of that concept. They can also be archived for transparency – a public record of “official voice statements” by date, which citizens or journalists can reference.
In conclusion, Soundbites offer a simple, secure, and community-friendly tool to meet the frequency and transparency standards outlined earlier. They let officials speak directly to the public in a trusted, efficient manner. And because each message is only seconds long, it’s a wise use of community tax dollars – effectively leveraging the officials’ paid time to maximum outreach – and an embodiment of civic responsibility to communicate. When a city provides a platform for its leaders to routinely deliver 30-second updates, it sends a message that constant communication is part of everyone’s job description.
City officials should treat Soundbites as mini “fireside chats” – brief, informal, but reassuring check-ins that, over time, greatly enhance the public’s connection to local government.
A Communication Playbook for City Officials: Consistency, Clarity, and Community Engagement
Drawing together the research and practices above, here is a concise playbook that the city’s Communications Coordinator can implement with all local officials. This playbook translates the best practices into actionable guidelines:
Establish a Regular Communication Schedule: Every key official should have a scheduled frequency for outreach. For example, Mayor: weekly message every Monday; City Manager: weekly report every Friday; Councilmembers: monthly newsletters (e.g., first week of each month); Department Heads: monthly updates (staggered throughout the month). Mark these on an official communications calendar and stick to them. Regularity sets expectation – residents will come to know, for instance, that new information is always posted on Fridays or that the mayor’s voice update comes out Monday morning. No major role should go silent for more than a month – silence is where public trust can wither.
Use Multi-Channel Methods – But Keep Messages Consistent: Embrace a mix of communication channels (social media, email, website news, local media, printed newsletters, public meetings) to reach different demographics . However, ensure all channels carry a consistent message. The communications coordinator should facilitate a short weekly content meeting or memo to align talking points across the mayor, city staff, and departments. For example, if the theme of the week is a new park opening, the Mayor’s Soundbite highlights it, the Parks Director posts photos on Facebook, and the City Manager’s newsletter provides details – all reinforcing the same information. Consistent messaging prevents confusion and rumors. A style guide and clear objectives for communication will help maintain this consistency .
Make Communication Two-Way Whenever Possible: While pushing out information regularly, also create channels for incoming feedback. Encourage residents to respond to newsletters with questions, use social media polls, or host live Q&A sessions (even 15-minute sessions on Facebook Live or Twitter). Every official should occasionally prompt, “Tell us your concerns about X” or “I’d love to hear feedback on Y.” Importantly, listen and respond in a timely manner. As ICMA experts emphasize, “Encouraging feedback and dialogue” and then showing you listened (e.g., by mentioning community input in subsequent decisions) turns communication into true engagement . Even Soundbites can be two-way: for instance, allow residents to submit questions that officials answer in the next 30-second update. This participatory approach makes communications a conversation, not a lecture.
Leverage Soundbites for Quick, Trustworthy Updates: Integrate 30-second Soundbite voice notes into the communication routine for all officials. The communications coordinator can set up a simple system: officials can dial in or use an app to record their weekly message, which is then distributed. Emphasize to officials that this is not a burden – it’s a 30-second commitment – and that their voice is a powerful tool to connect with the community. Soundbites should be used to humanize updates (“Hi, this is Mayor ___ with your weekly city update…”) and to clarify complex issues in plain spoken word. The verified voice aspect reassures listeners of authenticity, combating misinformation. Over time, a library of these voice notes also serves as a transparent archive of what officials have communicated. This practice was supported by research noting how such voice interactions carry warmth and authenticity that strengthen public bonds .
Keep Messages Clear, Concise, and Jargon-Free: All communications – whether a tweet or a formal report – should use plain language and get to the point quickly. Avoid technical jargon or “bureaucrat-speak.” An engaged resident should be able to grasp the main point of any message in seconds. If the issue is complex, break it down: use bullet points, infographics, or everyday analogies. Remember the “30-second rule” – if you can’t explain it in a half-minute Soundbite, you probably need to simplify the message. This aligns with guidance to use clear and concise messaging focusing on the “why” . City communications should aim to educate without patronizing – assume intelligence but no insider knowledge on the audience’s part. Clarity builds trust, as people feel they are being dealt with honestly .
Ensure Every Department Feeds the Communications Pipeline: The Communications Coordinator should treat each department head as a partner in storytelling. Create a rotation or expectation that each department contributes content regularly – whether it’s a short update, a human-interest story, or important advisory. This could mean setting a goal like: “each department must provide at least one public update per month.” In practice, communications staff can assist departments in polishing and disseminating these updates. As seen in Des Moines, dedicating comms liaisons to departments ensures a steady flow of content and that no department operates in isolation . This approach also signals internally that communication is part of everyone’s job, not just the comms office. Departments should also promptly relay any emergency or urgent information through the coordinator to push out immediately (for example, a water main break notice from Public Works shouldn’t wait for the monthly newsletter – it goes out ASAP via all channels).
Adapt Frequency as Needed (But Maintain Minimum Baselines): Use analytics and community feedback to adjust your communication frequencies. For instance, if weekly social media posts from a department get strong engagement, perhaps increase them. If monthly newsletters are too infrequent for fast-moving issues, consider bi-weekly for that topic. Conversely, avoid flooding residents with redundant info – quality over quantity. A guiding principle from public relations is to stay “relevant and responsive.” Maintain the baseline frequencies (so nothing drops below monthly), but be agile: ramp up communications during crises or budget season, and consolidate messages if citizens indicate overload. The communications plan should be reviewed annually to calibrate how often each channel is used based on metrics like open rates, attendance, and survey responses .
Promote a Culture of Communication as Civic Duty: Finally, instill in all city officials and staff the mindset that communicating with the public is part of serving the public. This can be framed as “you owe it to the taxpayers to let them know what you’re doing” – indeed, transparency is often described as a fundamental duty of democratic governance . Leaders should set the example. The Mayor and City Administrator must champion the cause, praising departments that communicate well and highlighting positive outcomes from engaged citizens. Make communication a line item in performance evaluations where appropriate (e.g., a manager’s success could include how effectively they kept the public informed). When officials see communication not as extra work but as integral to their role, the consistency and quality of outreach will naturally improve. It helps to share success stories: for instance, if a 30-second Soundbite about a new policy clears up confusion and reduces complaints, tell everyone at City Hall about that win.
By following this playbook, the city will have a comprehensive, role-defined communication strategy that aligns with the best practices identified by research and leading institutions. The approach is proactive, frequent, multi-channel, and centered on engaging the community. Importantly, it is also realistic and sustainable for a city of ~25,000 – leveraging short, efficient tools like Soundbites to meet the standards without overburdening any single official.
Conclusion
In an age where trust in government is fragile, a city that communicates well distinguishes itself by building a reservoir of goodwill and informed citizenry. The gold-standard practices outlined here – grounded in academic research from institutions like Harvard and GWU, and guidelines from organizations like ICMA and NLC – converge on a simple truth: frequent, transparent communication is the cornerstone of good local governance. For a city of about 25,000 on the outskirts of a metro area, this means acting big enough to be professional, yet small enough to be personal.
Every official, from the mayor to the parks director, has a part in this communications orchestra. By adhering to recommended frequencies (weekly mayoral updates, monthly council newsletters, weekly manager reports, monthly department notes, etc.) and utilizing tools like 30-second Soundbite voice notes, the city can keep information flowing consistently and authentically. The use of Soundbites in particular offers a modern, secure way to put a human voice to government actions – 30 seconds at a time is all it takes to fulfill a civic duty of informing the public .
The community, in turn, will come to expect and appreciate this openness. When citizens can regularly hear what is happening (and why) directly from their leaders, it fosters a sense of partnership. Instead of feeling left in the dark or only hearing from City Hall when something is wrong, people will recognize that their local government is present in their daily lives, attentive and accountable. This closes the gap between government and citizens that so often breeds cynicism .
By implementing the playbook above, Hastings (and cities like it) can become a model of proactive communication. It will require commitment and a shift to viewing communication not as a chore, but as an essential service supported by tax dollars – just like policing or trash pickup. Considering the minimal time investments (often just minutes per week per official) and the high return in public trust and engagement, it is a very wise investment to make. As the latest studies and expert opinions affirm, communication is not ancillary to local governance; it is at its heart . With the strategies detailed here, a city of 25,000 can indeed achieve “big city” transparency and connectivity while maintaining the close-knit rapport of a small community. This is the new gold standard: a local government that is always conversing with its people – openly, honestly, and with a human touch – thereby strengthening the very foundations of local democracy.
Sources:
ICMA – “Best Practices for Proactive Governance in Your City or County” by Inbal Naveh Safir, ICMA Blog (2019), on open communication creating public trust icma.org.
SDL (Solutions for Local Governments) – “11 Best Practices for Effective Local Government Communication” (Feb 2025), emphasizing frequent updates and regular communication reliability getsdl.com.
GWU GSPM – “Government Communications Study 2024: Building Public Trust”, key findings on lack of timeliness and clarity undermining trust cps.gwu.edu.
Bloomberg Harvard City Leadership Initiative – Des Moines Resident Communications Case (2024), describing expanded comms staff and outreach goals cityleadership.harvard.edu, cityleadership.harvard.edu.
Sandy City, UT – Annual Communications Survey (2018), showing 84% usage of monthly city newsletter and mostly monthly info access by residents content.civicplus.com.
League of Minnesota Cities – “‘Mayor’s Minute’ Radio Segment Keeps Community Informed” (Minnesota Cities Magazine, Jul-Aug 2024) by Rachel Kats, detailing Benson, MN Mayor’s bi-weekly radio updates and their transparency goals lmc.orglmc.org.
City of Pasadena, CA – City Manager’s Weekly Newsletter (2025) introduction, noting it as a resource to stay informed and to expand on council issues cityofpasadena.net, cityofpasadena.net.
Oakland, CA Council – Councilmember Janani Ramachandran’s webpage (2023) stating monthly constituent newsletters with policy updates oaklandca.gov.
Des Moines case (again) – communications liaisons assigned to each department for content publishing cityleadership.harvard.edu.
CivicLive – “Five Best Practices for Citizen Communication in a Crisis” (2018), advising brevity (30-60 second messages) and timely updates in emergencies civiclive.com.
Funraise.org – “The Nonprofit Guide to Next-Gen Communication” (Aug 2023) by Dana Guterman, on voice notes: voice interactions build bonds funraise.org; example of a 30-second voice note being human, authentic, quick funraise.org; YouGov poll on voice message usage funraise.org.
Cerkl.com – “Building Bridges: A Guide to Local Government Communications” (2023), on how strong communication builds trust and engagement internally and externally cerkl.com.
ICMA – “Effective Communication for Local Government” podcast transcript (2024) highlighting training staff and encouraging feedback getsdl.comgetsdl.com.
ICMA – “Ensure Communication is Timely” and “Offer Regular Updates” best practices (2025) getsdl.comgetsdl.com.
