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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.
What were the results?
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.
What were the results?
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.
What were the results?
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
What were the results?
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.
What were the results?
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.
What were the results?
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.
What were the results?
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.
What were the results?
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.
What were the results?
‘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
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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