Communicating with Purpose in an Age of Complexity

Aislynn Tolman-Hill, Communication, Quality Improvement, & Disparity Reduction Manager, Utah County Health Department

Serving as a Public Information Officer in local government, particularly in public health, means living at the intersection of communication and service. After more than 20 years working in government and communications, I’ve come to see this role not simply as a profession, but as a public trust. Every message we craft ultimately affects someone’s family, health or livelihood. That responsibility has shaped my approach to transparency, innovation and continuous improvement in public communication.

Over two decades in this field, one lesson has remained constant: clarity is a form of respect. Public health and government systems are inherently complex. Policies, data and regulations often involve technical language that can unintentionally create distance between institutions and the communities they serve. Early in my career, I realized that if our audience cannot easily understand what we are saying, we are creating barriers instead of building bridges.

That realization led me to prioritize plain language and message mapping, not just as communication strategies, but as equity tools. Clear, accessible and consistent information allows people to make informed decisions. It also reinforces trust, which is foundational to public service.

My years in government have also taught me the importance of listening before speaking. Effective public communication begins internally, by collaborating closely with subject matter experts, leadership and frontline staff and externally, by paying attention to community concerns and questions. Transparent communication is not simply about releasing information quickly; it’s about understanding context, anticipating impact and ensuring what we share reflects both facts and lived realities.

In today’s rapidly evolving media landscape, communication leaders must balance experience with adaptability. The channels may change, but the responsibility to serve does not. We no longer operate in a world dominated solely by press releases and traditional media. We communicate through social platforms, live-streams, short-form video and increasingly, AI-assisted tools.

Three core skills are essential in this environment.

First, strategic clarity. With constant noise and shifting trends, communication professionals must be disciplined in identifying core messages and aligning every platform and product with organizational goals. Experience has taught me that not every conversation requires a response, but every response should align with strategy.

Second, digital fluency and a commitment to innovation. Over the years, I’ve seen communications evolve from print newsletters and faxed press releases to real-time video streaming and data dashboards. Rather than resist change, I have intentionally leaned into innovation and quality improvement. Whether building internal media capabilities to produce timely video content or exploring how AI can support drafting and analysis, I view innovation not as a trend, but as a responsibility. Government communicators must continually evaluate and improve how we deliver information to meet community expectations.

Third, ethical judgment. Emerging tools can accelerate our work, but they cannot replace human discernment. Public communication requires nuance, accountability and an understanding of the broader civic environment. Experience helps guide when to move quickly and when to pause.

“Experience has taught me that not every conversation requires a response, but every response should align with strategy.”

Crisis communication brings these principles into sharp focus. In public health especially, crises are often marked by evolving data and shifting guidance. The public understandably seeks certainty, even when certainty is not yet possible.

In those moments, I anchor our approach in three principles: be timely, be accurate and be human.

Accuracy builds long-term credibility, but transparency about uncertainty is equally critical. Saying, “This is what we know today, and this is what we are still learning,” reinforces honesty rather than undermining authority. Over the course of my career, I have learned that people are remarkably understanding when institutions communicate openly and consistently.

Empathy is equally important. During crises, people are not just processing information, they are navigating fear, frustration or fatigue. Acknowledging that emotional reality strengthens connection and trust. Communication leaders must ensure that messaging reflects not only facts, but care.

As public expectations around government transparency continue to grow, the role of communication leaders is being redefined. Communities expect faster updates, clearer explanations of decision-making processes, and meaningful opportunities for engagement. At the same time, misinformation spreads quickly and can undermine confidence.

One of our greatest challenges is balancing speed with accuracy while operating within limited resources. Local government communication teams are often lean, yet expectations continue to expand. This reality makes quality improvement essential. We must continuously evaluate what is working, refine processes, invest in training and adopt tools that improve efficiency without compromising integrity.

Despite the challenges, I remain optimistic. Increased public engagement reflects a community that cares. Communication leaders have an opportunity to design systems that facilitate dialogue, through town halls, live-streams, interactive content and transparent reporting. Innovation, when grounded in public service values, strengthens democracy.For emerging professionals aspiring to public sector leadership, I offer this advice: master the fundamentals of clear writing and audience awareness. Build relationships before you need them. Commit yourself to lifelong learning. The tools and platforms will continue to evolve, but integrity, empathy and service must remain constant.

After more than 20 years in government communications, I am still motivated by the same core belief: effective public communication improves lives. At its best, the role of a Public Information Officer is not simply to share information - it is to connect people to the services, decisions and conversations that shape their communities. That responsibility is both challenging and deeply meaningful and it continues to shape how I approach this work every day.

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