Most councils and community organisations know how important it is to communicate with the public. But very few apply the same care and structure to how they communicate internally.
The result?
Misunderstandings, duplicated effort, staff burnout, and governance breakdowns that could have been prevented, if only the right people had spoken to each other sooner.
What We Mean by “Internal Communication”
It’s not just email. It’s how:
- Officers share information with each other
- Officers and councillors communicate day to day
- Committees feed back to full council
- Updates move between projects, departments, and roles
And crucially, it’s about how people know what’s going on without relying on rumour, guesswork, or overhearing a conversation in the office kitchen.
The Governance Implications
Poor internal communication leads to real governance issues. We’ve seen examples where:
- Councillors made decisions based on outdated or partial information
- Staff were blamed for delays they weren’t aware of
- Policies were misapplied because no one shared the update
- A lack of clarity about roles led to multiple people doing or not doing the same job
These aren’t “just admin problems.” They affect lawful decision-making, risk management, and public trust.
Symptoms of a Failing Comms Culture
- People say “I didn’t know about that”.
- Key documents are stored across email chains, personal drives, and memory
- Staff feel overwhelmed or out of the loop
- Councillors receive different answers depending on who they ask
These are not individual failings, they’re structural warning signs.
What Better Looks Like
Clear internal briefings when a new policy or project is launched
Shared calendars or team dashboards
Written updates from committee Chairs to full council
One designated place for core files and information
A culture where checking in is normal, not seen as mistrust
You don’t need dozens of new tools. Most councils already have the platforms, but lack the habits.
Final Though
Internal communication isn’t a luxury or an optional extra. It’s a foundation for good governance. Councils that treat it seriously reduce risk, support staff wellbeing, and make better decisions, because everyone’s working from the same page.
It’s not about being perfect. It’s about being clear, consistent, and intentional every time.