adobe creativity in public sector - full results

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AdobeCreativity in the Public Sector

2

Methodology

WHO HOW MANY HOW WHEN

Public sector

creative employees

in the U.S. and

Canada

N=175

(N=150 in U.S., and

N=25 in Canada)

Online and phone

(N=76 online, and

N=100 phone)

September 15 -

October 12, 2015

3ADOBE | CREATIVITY IN THE PUBLIC SECTOR

Key Insights• Creative communications and design that are grounded in data have become vital for government in today’s digital world–

making government employees more effective and efficient and also enabling the government to better serve its

constituents

o Ninety-four percent of public sector employees see data and analytics as vital to the creative process.

o Public sector employees (89 percent) say that creative communications and design helps them achieve their mission.

• Mobile is changing the face of creativity and design, but public sector employees have yet to fully utilize its potential.

o Only half are using mobile for collaboration and the ability to create content and capture inspiration anywhere.

o Mobile is being used by less than a third as a digital portfolio or as a device to present creative concepts.

• Public sector employees who work in the creative space see a gap between government’s potential and reality when it

comes to creativity.

o Ninety-four percent of public sector employees say that government should be as creative as business, yet only 46 percent say

government currently is as creative as business.

o Eighty-six percent of public sector employees say creative communications is indispensable to a successful government

workplace.

• Creative communications and design are undervalued by government and will continue to be if public sector creativity does

not become a priority for senior management and a workplace culture shift occurs.

o Seventy-three percent of public sector employees say creativity is undervalued in government entities.

o One of the most significant barriers to creativity in the public sector is the slow approval process, according to public sector

employees.

• Government’s inability to provide training and the tools needed to foster a creative environment leaves employees falling

short of their creative potential.

o According to public sector employees, the top three most significant barriers to fostering a creative environment is the slow

approval process, access to the right technology, and security concerns.


Creative communications and design that are grounded in data insights have become vital for government in

today’s digital world

94%

91%

91%

89%

86%

Use of consumer data and analytics is vital to thecreative process

The creative industry has changed more in the last 5years compared to the previous 50 years

Creative communications and design is critical in today’s digital world

Creative communications and design is becomingmore important in government departments and

entities

Creative communications and design isindispensable to successful government workplaces

Q1: How much you agree or disagree with each? (TOP 2 BOX, “STRONGLY AGREE”, “SOMEWHAT AGREE”)

Creative Communications & Design in the Public SectorStrongly Agree

32%

43%

49%

34%

28%

% total agree


Creative communications not only makes the public sector more efficient, but it also enables the government

to better serve

89%

89%

89%

89%

89%

88%

87%

Communicate more effectively

Work more efficiently

Are better able to achieve their mission

Provide better services and tools for citizens

Are better able to serve constituents

Are better able to connect with people

Are better able to attract and retain top talent


Benefits of Creative Communications & DesignStrongly Agree

48%

43%

34%

36%

36%

43%

40%

% total agree


Public sector employees believe government should be as creative as business, but they

believe it currently falls short of expectations


GOVERNMENT ISAS CREATIVE AS

BUSINESS

46%AGREE

GOVERNMENT SHOULD BE AS CREATIVE AS

BUSINESS

94%AGREE

Public vs. Private Sector Creativity

Strongly agree Somewhat agree Disagree


The gold standard of creativity are technology companies – Google, Apple – but NASA is the most creative federal

agency

Q4: When you think about highly creative government departments, entities or properties (e.g., publications, mobile apps, etc.), what or who comes to mind?

Q6: When you think about highly creative private sector companies that government departments or entities should be emulating, what companies come to mind?

Highly Creative Private Sector CompaniesHighly Creative Public Sector Entities


High quality image content is seen as the top driver of creativity in the public sector

32%

29%

27%

26%

24%

22%

20%

19%

Use high quality imagery in communications

Are creative in how they reach the public

Have a well-designed website

Communications work well across multiple devices

Have creative campaign ideas

Use social media effectively

Release visually compelling communications

Have adopted mobile technologies

Q5: What, specifically, makes these government departments and entities stand out as highly creative?

Drivers of Being Seen as Highly Creative in Public Sector


51%

49%

42%

39%

31%

27%

15%

I'm using mobile to collaborate

I can create content anywhere

I can capture inspiration in themoment and on the go

My work is now accessible to abroader audience

I'm using mobile as a digital portfolio

I'm using mobile devices to presentcreative concepts

It has created more output mediumswhich makes my job harder

Mobile is changing the face of design by fostering increased collaboration, the ability to create content

anywhere, and the capacity to capture inspiration at a moments notice


Q3: How have mobile devices changed your creative process?

95%

Impact of Mobile on Creative Process

Believe mobile is

transforming the face

of creativity and design

Mobile & Creativity



14%

19%

26%

76%

60%

Less valued No change More valued

The value of creative professionals in government is increasing, but creativity is still undervalued in

government

Q7: Thinking about the government entities in general, would you say creativity is highly valued or undervalued?

Q8: Are creative professionals in government agencies more or less valued compared to 5 years ago, or has it not changed?

Q9: In the next 3 years, how, if at all do you see the future of creative professionals in government entities changing?

How the Creative Role is Changing

73%

Believe creativity is

undervalued in

government entities

Value of Creativity in Public Sector

Compared to 5 years ago…

In the next 3 years…

14%

15%


There is room for increased creativity in government as most public sector employees are not realizing their full

creative potential


Q10: Using a 1 to 5 scale, where 1 is “not at all creative” and 5 is “highly creative”, how would you rate the government department or entity where currently you work? (TOP 2 BOX, ”5”, “4”)

Q11/12: Do you feel you/your colleagues are living up to your/their creative potential in your current job?

Impact of Creativity on Public Sector Job Satisfaction

47% don’t feel

they are living up to

their creative

potential

41% would consider leaving their current job for one that allowed more creativity

57% don’t rate their

own government

department/entity as

highly creative

57% don’t feel

their colleagues

are living up to

their creative

potential


Creative public sector employees believe lengthy approval processes stifle their creativity


GOVERNMENT EMPLOYEES ARE

UNDER PRESSURE TO BE

PRODUCTIVE RATHER THAN

CREATIVE

53%AGREE

LENGTHY APPROVAL

PROCESSES STIFLE

CREATIVITY

70%AGREE

Barriers to Public Sector Creativity



Public sector creativity is limited by little to no access to training, the right software and technology

Q13: Using a 1 to 5 scale where “1” means the item is not currently a barrier to creativity in government and “5” means it is a significant barrier, please rate each item based on your own experiences. (MEAN RATING)

1 Slow approval processes

2 Don’t have access to the right software or technology

3 Security concerns

4 Not a priority for senior management

5 Don’t have the right staff

Most Significant Barriers to Public Sector Creativity

6 Little or no access to training

7 Risk averse workplace culture

8 Not enough time

9 Limited budgets


Public sector employees focus on process to foster creativity in government

D14: Finally, what advice do you have for government departments and entities as they seek to foster creative communications and design?

Advice for Fostering Creativity

Leverage Technology Invest in Training Staff Encourage and Reward

Creativity


77%

81%

77%

Public sector creatives in Canada tend to feel the effects of red tape on their creative process more than their U.S.

counterparts

94%

68%

49%

The creative industry haschanged more in the last 5

years compared to the previous50 years

Lengthy approval processes ingovernment entities stifles

creative communications anddesign

Government employees areunder pressure to be productive

rather than creative

Differences in Creative Communications Between U.S. and Canada

∆ Between U.S. and

Canada

-17%

+13%

+28%


CATEGORY SUBCATEGORY %

GenderMale 61%

Female 39%

CountryUnited States 85%

Canada 15%

Age

18 to 34 29%

35 to 44 41%

45 to 54 18%

55 to 64 10%

65+ 1%

Job Level

Administration/Executive 7%

Director 13%

Supervisor 20%

Program manager 16%

Specialist 27%

Project manager 15%

Demographics

Sample was designed to be representative of U.S. registered voters based on data from

Current Population Survey (CPS) conducted by the Bureau of the Census

CATEGORY SUBCATEGORY %

Type of Government

Entity

Local/Municipal 18%

State/Provincial 44%

Federal 32%

Defense 5%

Contractor 1%

Type of Role

Communications 43%

Design 34%

Program management 24%

Design Software

Usage

User 70%

Manager/Influencer 11%

Years in Public Sector

Role

Less than 2 years 18%

3-5 years 35%

6+ years 48%

Private Sector

Experience

Yes 53%

No 47%

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