Public sector marketing services for statutory boards, government-linked companies, public universities, and public utilities.

The Government page covers central agencies, ministries, statutory agencies with direct government mandates, and GovTech-empanelled work. This page covers the entities that sit one step removed from direct government: statutory boards operating under parent ministries, government-linked companies (GLCs) listed or unlisted, public universities, public healthcare clusters, transport authorities, public utilities, and regulatory bodies with commercial communications needs.

The procurement path differs (GeBIZ panel versus GLC procurement policy versus university tender process), the brand governance differs (MCI guidelines apply more strictly to central government than to GLCs or statutory boards), and the campaign objectives differ (citizen behaviour change for central government versus service adoption and institutional reputation for the public sector entities on this page). If you are a federal agency or ministry, the Government page is the right starting point.

Five frameworks across our anchor markets.

• Singapore: GeBIZ (Government Electronic Business), administered by the Ministry of Finance. Statutory boards and GLCs may operate outside GeBIZ but typically mirror its documentation requirements for marketing services above $6,000.
• Malaysia: MyProcurement portal. GITN (Government Integrated Telecommunications Network) for government-linked digital services.
• Australia: Digital Sourcing Framework, administered by the Digital Transformation Agency (DTA). AusTender for open tenders.
• United States: GSA Multiple Award Schedules, specifically Schedule 541 for advertising and integrated marketing services. SAM.gov registration required for all federal contractors.
• Canada: SCIP (standing offer or supply arrangement under Public Services and Procurement Canada). ProServices for professional services. CanadaBuys portal for federal tenders.

Information security posture varies by entity type and jurisdiction.

Singapore: statutory boards and GLCs follow IM8 (the Instruction Manual for ICT and SS Management), issued by GovTech. IM8 governs how data collected through digital campaigns is classified, stored, and processed.

Australia: entities under the Australian Government Information Security Manual (ISM), published by the Australian Cyber Security Centre (ACSC). We document every third-party platform (Google, Meta, programmatic demand-side platforms) against the ISM guidelines before engagement.

United States: federal contractors working with GSA Schedule 541 must maintain SOC 2 Type II documentation for any system that processes federal data. FedRAMP authorisation required for cloud-based marketing technology used by federal agencies.

Canada: Treasury Board of Canada Secretariat Directive on Security Management applies to all federal contractors.

Our standard position: all campaign data is processed in-region where technically possible, all consent signals are captured per the applicable privacy law, and all third-party platform data processing agreements are reviewed before launch.

Singapore: Personal Data Protection Act 2012 (PDPA), administered by the Personal Data Protection Commission (PDPC). Statutory boards and GLCs are covered; government ministries have separate protections under the Official Secrets Act.

Malaysia: Personal Data Protection Act 2010 (PDPA Malaysia). Commercial entities including GLCs are covered; government bodies are generally exempt.

Australia: Privacy Act 1988 and the 13 Australian Privacy Principles (APPs). Public universities and public healthcare entities are typically APP entities.

United States: No single federal privacy law. Sector-specific: HIPAA for public healthcare, FERPA for public universities, Privacy Act 1974 for federal agencies.

Canada: Privacy Act for federal institutions. PIPEDA (Personal Information Protection and Electronic Documents Act) for commercial activities. Quebec's Law 25 for entities with Quebec operations.

Our consent architecture is built to the most demanding applicable standard across the five anchor markets.

Citizen-uptake measurement tracks whether a public sector campaign moves the population toward the intended behaviour or service adoption, rather than measuring only media metrics (impressions, clicks, cost per click).

For a transport authority running a campaign to shift commuters to a new rail line, uptake is ridership on the new route versus the control period. For a public university, uptake is enrolment applications from the target demographic cohort. For a public healthcare system, uptake is appointments booked or screenings completed.

The measurement architecture differs from commercial marketing: there is typically no purchase event to feed back to ad platforms, so the feedback loop must be built through offline conversion import (matched back from service records where data governance allows), or geo-experiment design using regions as treatment and control, or Brand Lift Studies inside the platform environment. We build this architecture in the Wire step, before the campaign launches.

Plain-language compliance is a formal requirement in several anchor markets. Australia: the Australian Government Style Manual mandates plain English for all government digital communications including paid media creative. Canada: Treasury Board Communications Policy requires clear and simple language. United States: the Plain Writing Act 2010 applies to federal agencies. Singapore: MCI guidelines for government and statutory board communications include plain-language requirements for public-facing materials.

In practice: reading-age audit on all ad copy before launch (target reading age 8 to 10 for mass public campaigns), no unexplained acronyms, active voice preference, and a named reviewer sign-off on every asset. Creative that fails a reading-age test at the platform level also tends to perform below benchmark on reach and engagement; plain language is both a compliance requirement and a performance driver.

Four areas. Contrast: all text in ads meets WCAG 2.1 AA contrast ratio (4.5:1 for normal text, 3:1 for large text). Captions and transcripts: all video creative carries closed captions; Meta, YouTube, and TikTok all support or require captions for video ads. Alt text: all static image ads have descriptive alt text filed in the platform asset library. Motion sensitivity: we do not use high-frequency flashing or rapid motion cuts in any creative served to public audiences, consistent with WCAG 2.1 Guideline 2.3.

For Singapore statutory boards and GLCs, the IMDA Digital Access for All framework provides the governing benchmark. For Australian entities, the DTA Style Manual and the Disability Discrimination Act 1992 are the applicable references. For US federal entities, Section 508 of the Rehabilitation Act 1973 applies to all federally-procured digital communications.

Three triggers. The platform stack has moved faster than the in-house team: AI Max migration for search, Advantage+ defaults for social, server-side measurement requirements across platforms, consent architecture tightening under PDPA amendments or Australian Privacy Act reforms. The compliance frame has tightened: IM8 updates in Singapore, ISM revision cycles in Australia, new privacy regulations in the applicable jurisdiction. The board or parent ministry is asking for a causal read on programme effectiveness and the current reporting does not answer the question.

The diagnostic audit is the right shape of engagement for all three: it reads the programme honestly, surfaces the gaps, and the findings document is yours regardless of what you decide next.

Large public sector campaigns typically involve a creative agency, a media planning agency, a PR agency, and often an events agency working under a government communications lead. Our role is the performance media execution and measurement layer.

In practice: clear brief-back to the communications lead before any platform activation, shared measurement framework agreed before any creative goes live (so every agency's output is evaluated against the same citizen-uptake north star), a single reporting cadence that feeds into the overall programme review, and a named practitioner who attends the cross-agency sync.

We do not accept briefs that require us to coordinate other agencies without a clear mandate from the client; that is the communications lead's role.

Yes, and platform restrictions are more common in this sector than any other. Singapore statutory boards and GLCs frequently operate under approved-vendor lists, data-residency requirements, and platform security assessments that restrict which ad platforms can be activated. Australia's Digital Sourcing Framework includes platform risk assessments. US federal entities operate under FedRAMP-adjacent considerations for any cloud-based marketing technology.

We scope every engagement against the client's approved platform list before recommending a channel mix. If a platform is on the approved list but requires a security review, we provide the technical documentation the client's ICT or procurement team needs to complete that review.

Three options in order of measurement quality.

1. Geo-experiment design. Run the campaign in one region and hold another as control; measure the difference in the uptake metric (ridership, bookings, applications, enrolments) between the two regions over the campaign period. This requires no individual-level data sharing.
2. Reach-and-frequency with recall. Commission a Brand Lift Study through the platform (Google Brand Lift, Meta Brand Survey). The platform runs an in-survey measurement inside the ad environment without any personal information leaving the platform.
3. Aggregated event import. If the client can share aggregated weekly counts of the target behaviour (not individual records), we build a simple regression model against weekly ad spend and weekly count to estimate the relationship.

Channel mix follows the audience and the objective.

For broad citizen awareness (transport authority launching a new line, public health system promoting a screening programme): YouTube non-skippable and Bumper Ads for awareness reach; Meta for demographic and interest targeting; programmatic display via a brand-safe direct publisher deal for sustained frequency.

For specific segment outreach (university targeting under-represented cohorts, healthcare system targeting seniors for a vaccination programme): Meta custom audiences built from first-party data where data governance permits; Google Search for intent-capture from people already searching the service; LinkedIn for B2B-adjacent segments (HR managers for workplace health programmes).

For behaviour-change campaigns (transport mode shift, energy-reduction programmes): always-on search plus retargeting of engaged social audiences plus landing pages with plain-language content optimised for AI-citation on the specific question the target segment is asking.

Four numbers a public sector board recognises.

1. Cost per citizen reached: total media spend divided by verified unique reach, not impressions.
2. Cost per uptake event: total programme spend divided by the number of citizens who completed the target behaviour or service adoption.
3. Reach-to-uptake conversion rate: what percentage of citizens reached completed the target behaviour.
4. Year-on-year programme efficiency trend: cost per uptake improving or degrading versus the prior period.

The reporting format should carry a clear statement of what was measured, how it was measured, and what the confidence interval is on the causal claim. If the programme cannot yet make a causal claim, say so, and name the measurement investment that would enable one.

Six things, 60 to 90 days before the campaign goes live.

1. Procurement and legal: confirm the engagement vehicle is in place (GeBIZ purchase order, GSA task order, AusTender contract, SCIP call-up). Confirm the master services agreement covers all platform activations in scope.
2. Consent architecture: build the cookie consent and PDPA or APP consent framework on all landing pages before any paid traffic arrives.
3. Measurement baseline: establish the pre-campaign baseline for the uptake metric so there is something to compare against.
4. Creative compliance: run all creative through the plain-language audit, accessibility check, and information-security review at the entity's required level.
5. Platform access: confirm data-residency and approved-platform requirements; request any platform security assessment documentation the ICT team needs.
6. Tracking: deploy server-side measurement, configure the offline event import path from service records to ad platforms, or document why that path is not possible and which alternative measurement method will be used.

Three signals worth evaluating any agency against.

• Procurement-framework fluency: GeBIZ process, IM8 compliance posture, MCI and IMDA guidelines, PDPC consent requirements.
• Technical measurement depth on the 2026 stack: server-side measurement where data governance allows, geo-experiment design for entities that cannot share individual-level data, Brand Lift Studies via platform for entities that need a causal read without personal data exposure.
• Senior practitioner involvement on the account from day one, not an account-manager funnel.

leapbuzz leadership: Siddharth Surana (Founder/CEO, 18+ yrs, ex-Regional CDO Havas), Sundeep Surana (MD, 16+ yrs), Ratnakar Nemani (Ops Director, 11+ yrs, Google Ads Certified), Nitesh Sanghvi (Search and Social Director, 12+ yrs, Google Ads & Google Analytics certified). 50+ combined years.

Replace revenue with programme value. For a transport authority, the avoided infrastructure cost per additional commuter shift from private car to public transit. For a public health system, the cost avoided per vaccination or screening completed versus the cost of treating the condition that was prevented (health economics literature provides the multiplier; the Singapore Ministry of Health and the Australian Institute of Health and Welfare publish baseline disease-cost data). For a public university, the lifetime economic contribution of an additional graduate in the target field versus the cost of the enrolment campaign.

The calculation has the same structure as commercial marketing payback: divide the programme value by the fully-loaded cost of marketing, express in periods. Most public sector finance teams have the underlying data; few marketing teams have asked for it.

Yes. GLCs in Singapore operate under varying degrees of parent-ministry brand oversight; some have full commercial brand autonomy, others require ministry sign-off on all public communications. Our standard engagement scoping includes a brand-governance review in week one: who can approve creative, what the approval turnaround time is, whether MCI guidelines or the entity's own brand guidelines take precedence, and whether any content category (policy-adjacent, politically sensitive, health claims, financial claims) requires escalated review.

We build approval timelines into the campaign calendar before agreeing any launch date. Campaigns that have not scoped approval cycles properly miss launch dates.

Yes, on a structured handover pattern. Three phases.

1. Discovery and audit (weeks 1 to 3): read the existing account end to end, document the structure, identify lift opportunities and compliance gaps (procurement framework alignment, information security posture, consent architecture, accessibility coverage).
2. Handover (weeks 3 to 5): account access, asset library, tracking setup, compliance-officer pipeline, reporting handover. We work with the outgoing agency on a professional handover where the contract allows.
3. First sprint (weeks 5 to 12): highest-priority fixes shipped, measurement baseline locked, citizen-uptake events calibrated.

We do not pitch in competition with an active incumbent or approach contacts during their notice period.

A senior practitioner is named on every engagement. For most accounts that means one of the four leadership team members:

• Siddharth Surana, Founder and CEO, 18+ years. Ex-Regional CDO Havas, ex-COO Media360, Programmatic Pioneer APAC 2011.
• Sundeep Surana, Managing Director, 16+ years.
• Ratnakar Nemani, Operations Director, 11+ years, Google Ads Certified.
• Nitesh Sanghvi, Search and Social Director, 11+ years, Google Ads & Google Analytics certified.

50+ combined years across the leadership team. No account-manager handoff after the pitch.

Four engagement bands, banded by type rather than percentage of media spend.

• Diagnostic audit:, 2 to 3 weeks, findings document yours regardless.
• Build or restructure sprint: scope, 6 to 8 weeks.
• Managed subscription:, banded by media spend.
• Embedded retainer: for smaller entities; and above for larger public sector enterprises.

We do not mark up tool subscriptions or platform media spend. International engagements billed in equivalent currency on every invoice.

Public sector entities face a structural constraint that commercial clients do not: procurement rules make it difficult to hire senior practitioners at market rate, so in-house capability tends to sit at junior to mid-level. The senior judgement layer is what a consultancy adds.

The right model for most public sector entities is a hybrid: in-house team runs day-to-day platform operations once the architecture is established; consultancy provides the diagnostic, the build, and the quarterly senior review. This hybrid model is also procurement-friendly because the consultancy engagement is time-boxed and scope-defined, which maps cleanly to a purchase order or task order.

Statutory boards: entities such as the Economic Development Board, Housing and Development Board, CPF Board, and their counterparts in Malaysia, Australia, and Canada. Government-linked companies: SGX-listed or government-owned commercial enterprises with competitive marketing needs. Public universities across the five anchor markets. Public healthcare systems including hospital clusters. Transport authorities: LTA in Singapore, TransLink in Canada, Transport for NSW in Australia, and regional transit authorities. Public utilities including energy and water authorities. Regulatory bodies with public communications mandates including MAS, MOM, HSA, IMDA in Singapore and their counterparts in the other anchor markets.

If your entity type is not on this list but shares the defining characteristics (procurement-governed engagement, public-interest communications objectives, information-security constraints, accessibility requirements), the engagement model on this page still applies.

The terms are often used interchangeably, and there is genuine overlap. The practical distinction used on this site: government digital marketing refers to campaigns run directly by or on behalf of central government bodies (ministries, departments, agencies with a direct government mandate), where the objective is typically citizen-behaviour-change or public-information delivery under a statutory communications obligation. Public sector digital marketing refers to campaigns run by the broader ecosystem of entities that are government-linked, government-funded, or government-established but operate with some degree of commercial or institutional autonomy: statutory boards, GLCs, public universities, public healthcare systems, and similar entities.

The difference matters for procurement (GeBIZ applies more strictly to central government; GLCs and statutory boards have more flexibility), for brand governance (MCI guidelines are more prescriptive for ministries than for GLCs), and for campaign objectives (commercial revenue generation is more common in the public sector entities on this page than in central government).