Busting government communication myths
By Laura Barbante
It’s time to bust those strongly held myths about government workers and today we’re focusing on: You can’t build a strong brand in government.
We’re all heard the common rhetoric that government workers are slow, aren’t adaptive and get bogged down in the wrong things. I’m sure even you reading this right now have said “Oh, government marketers don’t know how to build a brand, drive growth, manage a product or optimise for performance.”
Just last week, I heard about a candidate who wasn’t chosen for a role, not because they lacked the skills or track record, but because the CEO didn’t want “someone from government.”
This isn’t an isolated story. The myth is strong, persistent, and deeeeeply embedded in our collective zeitgeist (yes, extra ‘e’s for emphasis).
But here I am to prove it wrong and challenge the stereotype with facts, evidence, and lived experience.
Why the myth exists
It’s not hard to see where the misconception comes from. Government is often portrayed as slow-moving, bogged down in bureaucracy and bound by red tape. There’s a perception that creativity is stifled by legislation, endless approvals and the main KPI is “compliance,” not “market growth.”
Add to that the fact that public sector brands aren’t typically competing for market share in the same way consumer brands do and it’s easy for outsiders to assume that brand strategy takes a back seat.
The truth? While government operates within unique constraints, those same constraints can actually sharpen a brand’s focus. The stakes are often higher. We’re not selling shoes or apps, we’re shaping public behaviours, building trust and delivering services that impact millions of lives.
Strong brands already exist in government
Have you heard of Victoria’s Big Build, myki, This Girl Can, TAC or WorkSafe?
These aren’t generic service names slapped on a letterhead. They’re brands with strong strategies, identities, tone of voice, campaigns and measurable impact.
And guess what?! They’re ALL government brands.
When you hear “government marketing,” you might not instantly think of “brand marketing.” But that’s exactly what good marketers in the sector do — we build strong brand strategies and drive performance. The sector we work in is secondary to the skills and expertise we bring to get the job done.
Case in point: Victoria’s Big Build
When I joined the team, the brand was fragmented and unsure of its north star. Communications across the ecosystem were disjointed and lacked harmony. Paid channels weren’t aligned with owned media and earned coverage was a whole other challenge.
Before we could rebuild, we needed to understand the current state. We engaged in research to understand the consumer perspectives and we ran an extensive audit of every customer facing touchpoint. What we found was a patchwork approach with different project teams each running their own mini-brand without unity.
And surprise, surprise, the community was confused no doubt adding to the perception that government workers lack skill.
Together with my Director, we rolled up our sleeves and reshaped the brand through consistent, coordinated communications across owned, earned and paid channels which were all embedded in SMART objectives.
We aligned messaging, completely redesigned the creative framework and ensured all paid media complemented our owned and earned efforts. We established a clear visual identity so when someone saw a project sign on-site or a YouTube pre-roll ad, they instantly recognised it as part of Victoria’s Big Build.
Within six months, the dial started to shift. By 2022, awareness had jumped from 19% to 89%.
That’s not just “doing some comms.” That’s brand-building done right in government.
Other success stories
Victoria’s Big Build isn’t alone.
The Transport Accident Commission (TAC) has been running emotionally charged, behaviour-changing campaigns for decades. They’ve moved the needle on road safety not by shouting rules, but by building a brand that Victorians recognise, trust, and respond to.
This Girl Can (Victoria), delivered by VicHealth, didn’t just run a campaign. It sparked a movement. By challenging cultural barriers around women’s participation in sport, it changed perceptions, inspired thousands to get active, and created a community that exists beyond the ads.
These campaigns succeed because they take branding seriously from the strategic planning and audience segmentation, to the emotional storytelling and consistent execution.
Why brand-building matters in government
A strong government brand isn’t about selling more units or upselling services; it’s about:
Building trust in public institutions
Driving behaviour change that benefits communities
Making complex policies understandable and accessible
Ensuring the community feels connected and informed.
When a brand is clear, consistent, and credible, people are more likely to engage with it. And in government, engagement often translates into safer behaviours, increased program uptake or better public outcomes.
So while the metrics aren’t “sales” like in private, they might be fewer road deaths, higher vaccination rates or more people returning to sport. But make no mistake they are results that matter.
Breaking the bias
The idea that strong brands are reserved for start-ups, tech giants or retail powerhouses is outdated. The skills it takes to build a brand such as research, strategy, creativity, data analysis, stakeholder engagement, are transferable across sectors.
If you dismiss government marketers, you risk overlooking professionals who have navigated complex stakeholder environments, delivered high-impact campaigns under intense scrutiny, and driven measurable change in challenging conditions.
The future of government branding
As public expectations rise, so does the need for government to communicate like the best brands in the private sector. That means adopting data-led strategies, investing in creative excellence, and maintaining consistent, customer-centric messaging.
The next decade will see even more integration between digital platforms, personalisation of government services, and co-creation with communities. The opportunity for brand-building in this space has never been bigger.
So there you have it: Strong brands aren’t reserved for start-ups or tech giants. They’re alive, thriving, and delivering real impact in government too.
Next time you hear “It’s just government marketing,” remember the right brand strategy can shape communities, influence behaviour, and leave a legacy that lasts well beyond a campaign cycle.
Author:
Laura Barbante is a senior marketing leader with more than a decade of experience shaping brands and delivering results across government, B2C, and B2B sectors. As Head of Marketing for Victoria’s Big Build, she helped transform a fragmented identity into a unified brand now recognised by almost 90% of Victorians. Known for combining creativity with data-driven strategy, Laura excels at navigating complex stakeholder environments and turning challenges into opportunities. She is passionate about challenging perceptions of government marketing and showing how strong, innovative brands can thrive. Follow her on LinkedIn for more from her myth-busting series.
