Danh sách những chiến dịch PR chính phủ tốt của Anh năm 2015

8/18/2019 Danh sách những chiến dịch PR chính phủ tốt của Anh năm 2015

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Campaign Highlights 2015/16▲


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Introduction

The Government Communication Service (GCS) is the professional body for government

communicators, working in ministerial departments and in over 300 agencies and

public bodies. Communications is one of Government’s ve main levers for change,

alongside investment, taxation, regulation and legislation. GCS aims to deliver world-class

communications that support Ministers’ priorities, enable the eective operation of our

public services and improve people’s lives. Most of our work supports at least oneof the objectives below:

• helping the public understand the Government’s vision and priorities;

• explaining legal or statutory requirements, such as submitting tax returns;

• encouraging people to lead healthy, safe lives, such as discouraging drink driving;

• informing people about public services, such as how to access NHS care;

• reassuring people in times of crisis, such as adverse weather events;

• enhancing the reputation of Britain by promoting UK interests internationally.

This publication is a showcase of some of our leading campaigns from 2015.

Each supports the government narrative themes set out in our Government

Communications Plan published in July 2015:

• On the side of working people;

• Spreading hope and opportunity;

• Bringing the country together;

• Britain in the world;

• Delivering for Britain

https://gcs.civilservice.gov.uk

Cover illustration: NHSBT Missing Type campaign

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https://gcs.civilservice.gov.uk/https://gcs.civilservice.gov.uk/


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On the Side of Working People Spreading Hope and Opportunity Bringing the Country Together Britain in the World Delivering for Britain

Contents

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What makes a great campaign? DCMS – Superfast Broadband

BIS/SFA – Apprenticeships

DWP – #NotJustForBoys

DfE – 15 Hours Childcare

DCMS – First World War

Centenary

Scotland Ofce – A New Future

For Scotland

No10/CO/UKTI – Exporting is

GREAT

DH/PHE/NHS England/DfID/

FCO/MoD – Ebola

NHSBT – Missing Type

FCO – Know Before You Go

Thank you


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Whatmakesa greatcampaign?

Conrad Bird, Prime Minister’s Ofce

and Cabinet Ofce Communications

The rst recognised modern government campaign urged

people to save for their pensions over 100 years ago. In 2016

the Workplace pensions campaign treads familiar territory,

but rather than relying on posters and public meetings, the

campaign utilises the most modern digital marketing techniques,

a website with tailored options for dierent audiences and aneight foot furry creature to generate interest, and shareability on

social media.

Campaigns are at the heart of government communication. The most compelling save, improve and enrich lives and form

part of the national conversation, from the fty year old anti-drink

driving campaigns to the Army ‘Be the Best’ campaign of the

1990s and the ‘Superfast Broadband’ campaign of 2015.

UK campaigns have a global presence with the GREAT Britain

trade and tourism campaign securing over £2bn of benet for

Britain with around 100 events around the world every month.

There are around 80 campaigns in the 2015/16 Government

Communications Plan. They reect the ambition of TheGovernment and the need to inform the public about their

civic responsibilities and opportunities that public serviceprogrammes oer.

4

Exporting is GREAT campaign, see page 18

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GCS in Partnership

“I have been a member of the GCS Evaluation

Council for over a year and am very impressed

with the incredible commitment to soundcommunication measurement in the UK

Government. And, even for this year alone, the rate

of improvement has been impressive. Evaluation is hard to do well and is a journey focused on

continuous improvement. GCS has made great

progress, and these campaigns are testimony to its

ability to develop, execute and evaluate important

and high-prole campaigns.”

Dr. David B. Rockland Partner/CEO and

Managing Director, Ketchum Change and Global

Research Chairman, International Association for

Measurement and Evaluation

“I’m delighted to be a NED on the GCS Ministerial

Board. My role on the board is to provide external

advice, scrutiny and challenge. 2016 sees some

big changes for how government communications

operates, with the Modern Communications

Operating Model and the single marketing budget.Our aim remains the same – for GCS to continue to

develop high-quality campaigns that are ever more

eective and better value. Both initiatives should

help to ensure that we look at a similarly high

standard of campaigns for 2016/7.”

Amanda Rendle, Non Executive Director GCS

Ministerial Board

There are as many denitions of campaigning as there

are books on the subject, but Alan Barnard, author of

‘Campaign It!’ has one of the most succinct – ‘story telling

with a purpose’. The purpose of government campaigns is to

inuence people to change their behaviour, for public good.

Great campaigns have insight into people, their characteristics,

aspirations and beliefs at their heart. Authors like Caldwell,

Cialdini and French have shown us how to ‘nudge’ people to

better outcomes, but as government communicators we needto continue to think more carefully about the motivations of the

people we are trying to reach.

In addition, campaigns must have focused outcomes, a strongnarrative and a mastery of all channels to reach our target

audiences. The GCS summarises this approach as OASIS -

Objective, Audience, Strategy, Implementation and Scoring

for evaluation. Campaigning is also about having a worthwhile

cause and, in Government, we are blessed with a wide variety

of causes to work with; our bottom line is lives saved, new jobs created or people empowered.

Many of the examples contained here display these properties

– whether it is encouraging women to apply for jobs in

previously male dominated professions, inspiring Britain’s

companies to take the courageous step to export theirproducts and service overseas (thereby creating jobs and

growth for Britain) or saving lives through health campaigns.

Although very dierent in terms of execution and outcomes,

the campaigns enclosed here share three features: a‘campaigning mindset’, a strong set of skills and a solid

process to support practitioners in their work. With the

OASIS framework, government communicators now have asimple tool to organise their thinking and support their eorts;

a tool that has repeatedly proved to deliver ecient and

eective outcomes.

The Government Communication Service’s extensive training

and continuous professional development has also enabled us

to develop communications practitioners with an exceptional

range and depth of skills.

But it is people who possess the campaigning mindset thatdistinguishes and unites these successful programmes. This

mindset encompasses a range of attitudes and behaviours.

First and foremost, campaigners need to have genuine

curiosity about their audiences, combined with a real desireto create a better outcome for them. This curiosity and

passion drives insight, which, when allied to creativity, lies at

the heart of every successful campaign. Second, each has a

big picture vision (for instance, ‘jobs and growth for Britain’ for

the GREAT Britain campaign) that inspires and is infectious;

that vision needs to translate into a set of simple objectives

that are bold, SMART and stretching.

Campaigners in Government also need to be relentlessly

optimistic and have a ‘can do’ mentality, combined withan understanding of and regard for risk. And they have tobe big-minded enough to create and hold to a strategy as

well as being passionate about delivery, right down to the

smallest detail. Above all, as with any large organisation with

its own rules and processes – some of which may be not

be compatible with a fast-moving campaign - Government

campaigners need to have the mental strength and resilience

to ght for their cause and see the job through to the end.It goes without saying that great campaigns need to have

digital at their core, combined with transformational ideas that

can carry across all channels.

All the campaigns enclosed in this pack demonstrate the

benets of this mindset. They represent models for the kindof eective cross-government campaigns that we want future

government communication activity to emulate.

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On the Side of Working People DCMS Superfast Broadband

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DCMS

Superfast Broadband

What was the issue?Government economists forecast that every £1 of publicinvestment in superfast broadband will see a return of £20

in net economic benets. Approximately 89% of this benetwould fall outside London and the South-East. However in

2014, 50% of UK adults had no idea whether they wanted

or needed superfast broadband. As well as a lack of

understanding about superfast broadband, research showed

that consumers were inundated by ‘noise’ from suppliers and

had become disinclined to act.

What did we decide to do?Department for Culture Media and Sport (DCMS), the lead

department responsible for superfast broadband, wanted tosee an increase in its take up in order to achieve the economic

benets. The department developed a campaign that could

cut through the noise and create mass interest in superfast

broadband.

How did we do it? An advertising campaign on its own would not be enough.

The department had to help consumers decide whetherto upgrade through clear information provision and calls to

action. An important element was a postcode checker so

consumers could see if superfast broadband was available

in their local area and who supplies it.

DCMS capitalised on high social media usage over Christmasperiod 2014/15 to co-ordinate with its TV advertising. In

addition to advertising, the campaign used an announcement

of two million premises eligible for superfast broadband

as a PR hook. They supported this through publishingregional data and case studies. DCMS produced a toolkit

for 44 local activation projects, supporting regional and local

partnership work.

What were the results?

Campaign reached 85% of the Adult ABC1 TV

audience.

Postcode Checker had 178,000 searches (covering

4m households) - 63% going on to nd out more.

16% increase in people wanting to nd out more and

10% in intention to get Superfast Broadband.

BT’s latest quarter results show take-up at 455,000

during Jan-March 2015 - up from 375,000 in the

previous quarter and 340,000 prior to that.

Revenue is already being returned to the public purse

for reinvestment ahead of expectations, thanks to the

Government’s claw-back agreement with BT and thesuccess of this campaign.

O n t h e S i d e o

f W o r k i n g P e o p l e

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On the Side of Working People BIS/SFA Get In Go Far – Apprenticeships

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BIS/SFA

Get In Go Far – Apprenticeships

O n t h e S i d e o

f W o r k i n g P e o p l e

What was the issue? There are now non-traditional apprenticeship roles

available in blue chip companies such as Google,

ASOS, Sky and ITV. Many oer young peoplequalications that go up to degree level.

However young people, parents and teachersstill see apprenticeships as low skilled, low wage,

manual occupations and reject them as viable

career choices.

What did we decide to do? The Department of Business, Innovation and Skills(BIS), the department responsible for promoting

apprenticeships, and Skills Funding Agency (SFA)

aimed to increase their take up among young

people in non-traditional roles.

BIS developed a campaign to target the 9 million

young people aged 14-24 to demonstrate therange and diversity of apprenticeships. In addition

it would target parents, carers and other

inuencers, telling them that apprenticeships can

lead to rewarding and well paid jobs. Its specic

aim was to drive active consideration from those

aged 16-24 year olds. This would be measuredthrough calls to the helpline and registrations onthe apprenticeships vacancy site.

How did we do it?BIS used TV and Out of Home advertising to target

young people. It used national press to target

parents in the ABC1 audience who were moreresistant to the idea of an apprenticeship replacing

university education. The campaign followed the

stories of eight ‘hero’ apprentices at Google,

ASOS, Sky, ITV, IBM, Cap Gemini, PWC and

BAE Systems who featured across the campaign

channels and provided live blogs on the campaign

microsite.

BIS was the rst government departmentanywhere in the world to partner with Instagramwhich promoted apprenticeships on their feed.

The value of their brand with the youth audience

gave extra credibility to the message.


There was a 23% lift in ad recall between the

‘control’ and ‘exposed’ groups – whereas the

US Nielsen norm is 6 points. We also increased

our followers by 1,585%.

Government funded apprenticeship

participation increased to 871,800 in the

2014/15 academic year, up 2.4% on 2013/14

and the highest number on record.

An unprecedented 140% year on year increase

in monthly telephone enquiries from potential

candidates to the National Apprenticeship

Service helpdesk.

10% rise for those who would recommend an

apprenticeship to their child.

The number of apprentices under 19 rose from185,800 to 194,100 between 2013/14 and

2014/15.

The number of apprentices aged 19-24 rose

from 308,900 to 315,000 between 2013/14

and 2014/15.

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Spreading Hope and Opportunity DWP #NotJustForBoys

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What was the issue?UK women were getting into work faster than

any other country in the G7, yet there were still

professions where not enough women were

breaking through and reaching the top jobs.

Despite women choosing to work in record

numbers, they are still under-represented in many

of the UK’s jobs growth areas such as engineering

and science.

As part of wider Government eorts to close the

gender gap and increase gender diversity, theDepartment for Work and Pensions (DWP) research

found that root causes were lack of awareness ofroles, low condence and the outdated attitudes

among some employers.

What did we decide to do? The #NotJustForBoys campaign sought to highlight

this issue and encourage more women to share

their stories about working in these industries.

DWP developed a social media-led campaign

at no cost. It aimed to challenge stereotypes,

raise awareness of opportunities such as mentorschemes and shadowing opportunities, to

connect women so they could share their stories,and provide women with role models in under-

represented careers.

How did we do it?DWP launched a campaign to engage an audience

of younger women using case studies and role

models to tackle gender stereotypes and challenge

misconceptions.

The department worked with the organisers

of International Women’s Day 2015 to raise

awareness of women’s employment opportunities

and aspirations. DWP also collaborated with

organisations from 12 industries where women

are under-represented to generate content.DWP ensured the hashtag was included in all

communication – in targeting celebrities and

magazines and with stakeholder activity.

DWP worked with the TV show Loose Women,

which featured the Employment Minister as a guest,

to help amplify this message. As a result, TV guides

and magazines trailed the campaign.

‘#NotJustForBoys’ became viral, resonating with

women from Dubai to Delhi. The hashtag was easy

to replicate and provided a simple call to action.

Celebrities such as Tom Daley used it at educationalevents as well as employers such as Diageo, who

used it to highlight the progress they’d made withwomen on boards.


36 million hashtag impressions 11,273 hashtag

mentions over six weeks in March/April 2015,with 67 million opportunities to see on social

media and 50 million reach via Ministerial

Broadcast and print.

102 employers and celebrities in support and

90% of stakeholders approached activelysupported campaign.

The campaign provided Government with a link

to key organisations and businesses and

created a movement and hashtag that lives on.

Overall, positive progress is underway. By

summer 2015, the total number of womenworking in the UK science, technology,

engineering and mathematics (STEM) sectors

had increased by 45% from the year before.

Source: Women in Science and Engineering(WISE) 2015

S p r e a d i n g H o

p e a n d O p p o r t u n i t y

DWP

#NotJustForBoys

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Spreading Hope and Opportunity DfE 15 Hours Child Care

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S p r e a d i n g H o

p e a n d O p p o r t u n i t y

DfE

15 Hours Child Care

What was the issue? All three to four year olds in England can get 15 hours a week

of free early education or childcare per year and take-uprates for this are high. However take-up for free childcare

for two year olds was low. In some areas fewer than 20 per

cent of them were signed up to the oer. Anecdotal evidence

suggested that this low take-up was inhibiting some parents

from returning to work.

What did we decide to do? The Department for Education (DfE) developed a campaign in

summer 2014, targeting eligible parents in councils with the

very lowest take-up levels, with the objective of increasing thenumber of children signed up from 30 per cent to 50 per cent.Specically, the campaign sought to increase the number

of parents in England applying for a place through their local

authority.

It was important that the materials could then be used later on

by local authorities to bolster their own communications work.

How did we do it? The team used a blend of innovative channels to make sure

as many parents and family members as possible were

reached, including those with English as a second language.

DfE’s focus groups helped it to develop appropriate, simple,

colourful messaging and imagery that would work in a range

of media outlets, ensuring pictures, colours and language

were eective.

Across the three phases of the campaign, the department

used a mix of traditional media and more innovative Out of

Home media. This included promotion on TV screens in GP

surgeries, Argos till receipts and posters in parent-friendly

shopping centres. The strategy was to reach the targetaudience in a way that felt a part of their everyday lives.


By June 2015, take up of the oer across all England

local authorities was over 50 per cent, achieving DfE’starget. Much of this can be directly tributes to the

campaign.

This equates to approximately 160,000 places for two

year olds.

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Bringing the Country Together DCMS First World War Centenary

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What was the issue?In October 2012 the Prime Minister set out the

Government’s vision for the First World War Centenary:

“Our ambition is for a truly national commemoration,

worthy of this historic centenary that will provide the

foundation on which to build an enduring educational

and cultural legacy”

The Department for Culture, Media & Sport (DCMS)

was charged with leading the commemoration on a

minimal budget.

What did we decide to do?DCMS developed a campaign to capture the nation’s

interest in the lead up to the ocial commemoration

launch on 4 August 2014.

The department wanted people in Britain and the

Commonwealth to feel that the Centenary was ‘theirs’

– something that was both relevant and encouragedtheir engagement. Research had shown that people

were particularly interested in the social impact of

the war. The department’s strategy was to promote

the Centenary programme through orchestrated

announcements, vibrant content chiey across social

media platforms, and delivery partners’ activity.

How did we do it?DCMS took a low cost, multi-channel approach.

Highlights included:

• A ‘Back in Britain’ Tumblr and a sequence of ‘digitalpostcards’, with content explaining the social

changes taking place in Britain during the war.

• A First World War Tweetathon with experts givingthe public a chance to ask questions and learn more

about the Great War.

• The Trench Cake was the fruit cake made by

families back in Britain and sent out to their lovedones in the trenches. An online campaign was

developed fronted by Frances Quinn, the 2013

winner of BBC TV’s ‘Bake O.’ The idea and

the recipe were featured in national and regional

newspapers. The England and Wales CricketBoard served it at a Commemoration Test Match

against India.

• A #LightsOut Thunderclap, encouraging the publicto turn o all their lights save for a single light or

candle from 10pm to 11pm on 4 August. The

Thunderclap, which allows one single message

to be mass shared on a single date, led to 16.7m

people turning their lights out – @DCMS was thenumber one inuencer on Twitter on the day for this

collective moment of remembrance.

• The Department for Education ran a programme

of school visits to battleelds, the Department ofCommunities and Local Government marked the

home towns of First World War Centenary Victoria

Cross recipients, and the Ministry of Justice ran a

project to make servicemen’s wills accessible online

as part of the four year programme.

DCMS

First World War Centenary


Coverage reached 84% of the UK adultpopulation, and message penetration aroundthe themes of Recognition and Remembrance

achieved 81% and 82% respectively.

Almost 67% of the public believed Government

and its delivery partners had set the right tone

for the Centenary.

Nearly 60% of the public were inspired to

learn more about World War 1 as a result.

(Source: research by British Future, 2015)

B r i n g i n g t h e C

o u n t r y T o g e t h e r

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Bringing the Country Together Scotland Oce A New Future For Scotland

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Scotland Oce

A New Future For Scotland

What was the issue we faced?During the Scottish referendum (Sept 2014) people

in Scotland heard a great deal of information from

dierent sources, which led to enhanced scrutiny of

the role of Westminster. After the vote there was afeeling, among a proportion of the population, that

Scotland had been abandoned by the rest of the UK.

The UK Government set up the Smith Commissionto consider what new powers should be devolved to

Scotland and what should remain with the wider UK

Government at Westminster. Social research showed

that understanding of existing devolution was poor. And 40% did not think it was likely that Scotland

would get any new powers. This was despite the

widespread media coverage of the Smith CommissionHeads of Agreement (signed by the SNP), and the

vow made by leaders of all the Westminster parties.

Lord Smith concluded that more needed to be done

to increase understanding and trust.

What did we decide to do? The UK Government developed a communications

campaign which had three objectives. First, to explain

the devolution settlement. Second, to reframe the

debate in terms of the positives of being part of theUK. And third, begin the process of rebuilding trust.

The campaign team targeted groups that had been

undecided throughout the referendum campaign.

These were young people 16-24 who had voted

in greater numbers to remain part of the UK, and

women aged 34-44, who were most likely to be

undecided.

How did we do it? The campaign had to make a dry topic relevant

and meaningful. It had to take into account the

perspectives of disappointed ‘Yes’ voters as well asthose who voted ‘No’. The campaign, ‘a new future

for Scotland’, used a door drop to every home in

Scotland, digital channels and local and community

radio. News media, though important, had been

over-exposed in the referendum.

Successful elements included an interactive quiz to

test assumptions about the powers Scotland already

had. Radio was also eective: the team developed

advertising for use on local and community stations

to reach even the remotest islands. The campaignteam also developed a YouTube video in the style of

the ‘House of Cards’ opening credits to make the

message more engaging. Use of local creative talent

ensured the work adopted the right tone.

In addition to this work the Scotland Oce ran a

programme of direct engagement with stakeholdersholding a series of meeting across Scotland, which

explained the constitutional changes.


The campaign managed to engage citizens

with a dry and complex topic. The radio

campaign reached 58% of the populationwith high levels of recall.

There was a positive response from

stakeholders, with high levels of approval

for the engagement programme.

The devolution online quiz achieved 60%

completion rates. YouTube achieved

750,899 watching at least half the video,

also with high recall levels reported

qualitatively.

B r i n g i n g t h e C

o u n t r y T o g e t h e r

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Britain in the World No10/CO/UKTI Exporting is GREAT

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No10/CO/UKTI

Exporting is GREAT

What was the issue? The Government has set a target of supporting 100,000 additional

businesses to export by 2020. Yet, despite a worldwide appetite forUK goods and services, over 70% of UK businesses do not believe

their product or service is suitable for export.

What did we decide to do?Using this insight and the platform of the successful international

GREAT Britain campaign, Number 10, Cabinet Oce and UK Trade

& Investment (UKTI) designed a long-term campaign to demonstrate

the range of real opportunities available to British companies. Rather

than promoting the benets of exporting in general, we identied1,500 live contracts (worth around £300m) and used these as thebasis of a fully integrated nationwide campaign. A further 1,000

contracts are uploaded every month to the website.

How did we do it? A unique and ambitious multi-channel campaign, with content across

digital, social, print, radio, and TV launched in time for Export Week

in November 2015.

Audiences are directed to the Exporting is GREAT website –

www.exportingisgreat.gov.uk – which hosts thousands of export

opportunities and enables SMEs to search and register their interest

in real-time. There are links to specialist trade services, provision

of online advice, training sessions, business seminars and otherevents. In addition, a travelling roadshow gives face-to-face advice

to SMEs – using the latest technology (delivered at no cost by our

partner Microsoft). Other partners include major banks, nancial

consultancies, export stakeholders and organisations and major

tech companies who work with UKTI in extending and sustaining

the campaign’s reach and momentum.


In the rst eight weeks since its November 2015 launch the

campaign has already generated:

4,000 responses (expressions of interest) to export

opportunities, 40% from companies who are new to exporting.

8,000 downloads of the Export Guide.

200,000 visits to the website.

12,000 mentions of #ExportingisGREAT on social media.

Roadshow visits to 16 cities across the UK, with 700 face to

face meetings with aspiring exporters.

B r i t a i n i n t h e W o r l d

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https://www.exportingisgreat.gov.uk/https://www.exportingisgreat.gov.uk/


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Britain in the World DH/PHE/NHS England/DfID/FCO/MoD Ebola

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DH/PHE/NHS England/DfID/FCO/MoD

Ebola

What was the issue? The Ebola crisis in West Africa resulted in the tragic

death of thousands, and also caused widespread alarm

across the rest of the world. The UK Government had aduty to build support for UK aid work in West Africa.

It also had to ensure the British public, NHS sta and

other public servants who may have contact with a

suspected case felt reassured and informed.

What did we decide to do? The task fell to the Department of Health (DH), Public

Health England (PHE), NHS England, working closelywith The Royal Free Hospital on the UK’s handling

of its rst case on British soil. They collaborated withthe Department for International Development (DfID),

the Foreign and Commonwealth Oce (FCO), and

the Ministry of Defence (MoD). They established three

objectives for communications: rst, to ensure that NHS

sta felt condent in responding to a potential Ebola

case throughout all stages of the epidemic; second, to

reduce the number of people believing that Ebola was asignicant/moderate threat to the UK; and third, increase

wider public understanding that the Government was

doing a lot to support international eorts.

How did we do it?Domestically, a ‘rst case’ handling plan was key to

co-ordinating the response, including reassuring

holding lines for social media and template statements

for local trusts and national bodies to be issued inthe event of a case. This included a 24/7 rota of key

communicators ready to respond within 30 minutes of

a rst case being diagnosed. Early and ongoing two-

way communication with professional bodies and Royal

Colleges enabled government to reach 270 NHS trusts

quickly and eciently.

Government launched an integrated public information

campaign explaining the facts about Ebola, how it

spreads, and how dicult it is to catch; a workforce

communications plan giving NHS sta key operationalinformation on gov.uk and reassuring them about the

robustness of local plans; and a major digital and media

PR push, to explain the scale and range of measures in

place to protect the UK and minimise public concern.

DfID managed a rolling deployment of press ocers

in Sierra Leone to engage the British media in the

importance of the work on the frontline of Ebola.

Working with the MoD and FCO to show British

nationals, from medics to military, delivering life-savingsupport in an unprecedented outbreak overseas

reinforced that intervention was in the UK national

interest. Innovative content, such as ‘Medics behind

the Mask’ was successful both on digital platforms and

broadcast channels. Support directly in Sierra Leone

also ensured communications remained at the heart of

the operational response.

Focus groups with the public and sta tested

communications materials before they were used.

Government monitored the uptake and impact ofcommunications including weekly analysis of media,

digital and stakeholder activity. A regular public poll

gauged people’s overall levels of concern.


A 19% decrease in the proportion of people believing

Ebola was a signicant or moderate threat to the UK

(between 30 October 2014 and 8 January 2015).

A shift from 37% to 55% of the public agreeing that

the UK is doing enough to tackle the crisis at source

in West Africa following concerted communications

in October 2014. A level over 50% was thensustained for the remainder of the campaign in the

following six months.

80% of NHS sta felt knowledgeable about actions

they should take when faced with a suspected Ebola

case, what measures were in place nationally to deal

with Ebola and how to speak with the public about

it. Over 90% of A&E doctors and nurses said they

had the knowledge and awareness to reassure and

advise members of the public who may be worriedabout Ebola (March 2015).

The communications impact can be favourably

benchmarked against the US experience. There, therst Ebola case triggered a signicant and sustained

rise in concern including a 23% drop in support for

the Centre for Disease Control. By contrast, there

was no signicant public alarm over 170 people who

were tested for Ebola in the UK.

B r i t a i n i n t h e W o r l d

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Delivering for Britain NHSBT Missing Type

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NHSBT

Missing Type

What was the issue?By 2015 there were 40% fewer new blood donors than in 2005.

NHS Blood and Transplant (NHSBT) needed to increase the number

of donors in order to keep stocks at a safe level. An NHSBT survey

showed that 27% wanted to give blood but never got round to doing

it. Societal trends play a part. Many young people say they have less

time for altruistic acts. Increasing numbers of people having tattoos

and visiting exotic holiday destinations have reduced the number ofpeople eligible for giving blood.

What did we decide to do?In 2015, to ensure a stable supply of blood NHSBT developed

a new campaign to attract 11,000 new donor registrations during

the campaign.

How did we do it?NHSBT created a campaign based on the concept of ‘missing blood

types’. This approach addressed the misconception that there is anabundance of blood. It raised the spectre that, without donors, some

specic blood groups over the medium term could be in short supply.

A pre-campaign tease was launched on Wednesday 3rd June with

the ODEON, Waterstones and even the iconic Downing Street sign

appearing without the three missing letters. Two days later a PR

push revealed the campaign behind the missing letters. The story

went viral both online and oine with PR exposure across 170

national outlets that would have cost over £2 million to buy in the

rst day alone. The Daily Mirror then issued a full run of 600,000

print copies with an amended masthead highlighting the missing

letters. This was followed by a number of brands wanting to join in

and change their logos, with household names such as MacDonald’s

producing creative content to reinforce the campaign.


Over 30,000 new donors registered to give blood.

Over 1000 brands and organizations took part by the end of

the week including Coca-Cola, Microsoft, Honda, Nandos,

O2, Spotify, Marmite, Cadbury, Arsenal, Spurs, Wimbledon,

Heathrow Airport, Church of England, WI and Google.

Global coverage with a potential reach of over 2 billion on

social media.

Received over 10 national marketing awards as well as

recognition abroad.

D e l i v e r i n g f o r

B r i t a i n

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Delivering for Britain FCO Know Before You Go

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FCO

Know Before You Go

What was the issue?Every year thousands of British nationals encounterdiculties abroad. The issues include the loss of

passports, hospitalisations, arrests and deaths.

In 2014/15 the Foreign and Commonwealth Oce

(FCO) issued almost 38,000 emergency travel

documents (ETDs), many due to a lost passport,

with each taking an average of 1.8 hours of sta time.

During the summer months of 2014 young travellers(aged 15-30) in key European holiday resorts required

consular assistance in hundreds of cases, including

123 hospitalisations, 235 arrests and 16 deaths.

A common thread through many of these is a lack

of preparation, knowledge, and lowered boundaries

from alcohol consumption.

What did we decide to do? The FCO was already running an umbrella campaign,

‘Know Before You Go’, with specic strands to tackle

specic diculties. These aim to prevent problemsbefore they occur, with the additional benet of freeing

up FCO sta to focus on those most in need. The

campaign works with more than 400 organisations

who play a crucial role in reaching key audiences.

FCO developed two new sub-campaigns in the series

for 2014/15:

• The ‘Passport Hustle’, launched in June 2014.

This sought to reduce the number of ETDs issued

in 2015/16 by 5% overall compared to 2014/15.

• ‘Take your pic’, which ran from May to September

2015 in resorts in Bulgaria, Cyprus, Greece and

Spain. It sought a 5% reduction in casework in

the resorts among 15-30 year olds, includinghospitalisations and detentions, compared to the

same period in 2014.

How did we do it? The FCO targeted those most vulnerable or likely

to need assistance, including young travellers; over-

55s; travelling sports fans; those visiting friends

and family; independent travellers; and residents

living overseas.

For ‘Passport Hustle’ the FCO aimed for direct

viewing of campaign videos through media articlesand messages carried by partners. It worked with

stealth crime expert James Freedman to highlight

the risk of pick-pocketing overseas by revealing

techniques used by thieves and how to avoid them.

‘Take your pic’ used social media engagement with

travellers before, during and after their holiday to

encourage them to choose a #HolidayWin over a

#HolidayFail. This also aimed for direct views and

commercial partnerships.

For these campaigns the FCO worked with over60 partners, including key organisations such as

ABTA and Thomson, who provided relevant andtimely channels to support and communicate the

FCO’s content.


‘Know Before You Go’ messaging reached

over 35 million people in the rst half of

2015/16.

‘Passport Hustle’ campaign video viewed

almost 50,000 times.

‘Take your pic’ achieved almost 4.5million impressions and more than 80,000

engagements on social media.

ETDs issued by consular sta in the second

quarter of 2015/16 fell by 19% globally

compared to the same period in 2014/15.

The number of cases FCO sta helped with

in participating ‘Take your pic’ resorts during

the summer fell by more than 7% in 2015,

including a 15% drop in hospitalisations and19% drop in arrests. Balcony falls, whichcan often result in tragic consequences,

reduced by 67%.

D e l i v e r i n g f o r

B r i t a i n

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s e e # N o t J u s t F o r B o y

s c a m p a i g n

Thank you

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Thank you

I hope you will agree that this is an impressive body ofwork which has achieved some extremely important

outcomes. I would like to thank the teams involved, and

their GCS team colleagues more widely.

I would also like to thank our external partners on behalfof the Directors of Communications and the wider GCS.

These include professional bodies such as PRCA, CIM,

IOIC, IABC and CIPR who have helped us shape (and

in some cases deliver) our professional developmentoer. They also include authoritative communications

and marketing experts who have given us their valuable

time on the Ministerial Board, the Evaluation Council, asmentors, and as departmental communications capability

reviewers. And we must thank our agency partners who

have worked with us to deliver world-class campaigns,

often for little or no fees. They understand the importance

of our work and how it saves and improves lives.

In the coming years we have much to do, and so I am

asking our external partners to continue to help us by

getting involved in any of ten ways.

Alex Aiken

Executive Director, Government Communications

[email protected]

10 ways to get involved The GCS wants to see more involvement from professionalcommunicators in the private and third sectors and wider public service in

our work. We would therefore be delighted and grateful if you wanted to

undertake one or more of the 10 voluntary tasks below.

1. Lead or take part in a Capability Review of the communications

practice of a department or agency investigating the standards and

recommending ways of adopting best practice (four days work).

2. Join the GCS Evaluation Council and help us assess the

robustness of our campaign objectives and the impact of our

campaigns (six meetings a year).

3. Become a personal mentor to a GCS employee and help them

reach the top in their profession (four discussions a year).

4. Join our new Futures Council or host the Council which considers

the application of emerging technology to communications and

undertakes horizon scanning on behalf of the profession.

5. Oer to work as a critical friend on one of our campaigns orprofessional improvement programmes, from assisting our export

drive through GREAT to advising on our improvement plan for internal

communication.

6. Give an evening talk on a relevant topic to GCS sta, especiallyon subjects like the use of data in comms, great campaigns or

leadership in communication.

7. Oer a secondee from your company to work in a department or

agency for a period of up to six months.

8. Or a placement for one of our sta to work with your organisation

for three to six months.

9. Oer your skills or business venue for a GCS event - as a speaker or

host for a training event, such as our Inspire leadership programme.

10. And from the campaigns we run you can see that their are plenty of

practical and direct ways to help public service – everything from

giving blood to persuading a science or maths graduate to apply for

a role in teaching.

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mailto:gcs%40cabinetoffice.gov.uk?subject=mailto:gcs%40cabinetoffice.gov.uk?subject=


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Documents

Danh sách những chiến dịch PR chính phủ tốt của Anh năm 2015