“So what,” they will ask “difference do you make?”
If the answer is that you helped save the organisation by better communicating with people by working with the contact centre better or some channel shift then you’ve got a chance. If you know you saved £500k through that campaign on recruiting foster carers even better.
If you can’t do that you probably won’t be around. It really is that simple. Forget reputation. That doesn’t show-up on the balance sheet and at a time when budgets are tight helping people with their budgets makes you part of the solution. That’s a really powerful place to be.
A masterclass on campaigns that make a difference
We’re staging a masterclass in good campaigns on February 26 at The Bond Company in Birmingham with speakers who won an unaward at our end-of-year bash. They will be telling tales of how they are making a difference and showing their worth. Five confirmed are:
DVLA head of communications Victoria Ford on building a culture of no cost / low cost campaigns. And how they get over obstacles.
Shadow Giants’ founder Amy Kiernan on how they staged the #backtonursing campaign for the NHS’s Health Education England. A new nurse costs £70k to train while re-training a lapsed one is just a few thousand pounds.
Sandwell Council’s web and digital manager Matt Johnson on the innovative ‘No S**t Sherlock!’ campaign that used humour to shame dog-owners in a perennial problem.
Leed City Council’s Phil Jewitt on how they made their organisation more #trulysocial and how they changed the culture.
Stafford Borough Council’s press and communications manager Will Conaghan will explain how a small team can punch above their weight with some practical examples.
And unconference sessions and a download
The afternoon will see unconference sessions where the agenda is shaped by attendees on the day. Maybe there is an issue that needs tackling or there was something from the morning that needs looking at in more detail.
Attendees can also have a special campaigns download to help capture best practice and some of the stories from the day.
Six ways comms can make a difference to make a good campaign
Everyone likes a beginning, a middle and an end. Screenwriters talk of a three act play. In communications it runs from this is the problem. This is what we did. Here’s the difference we made.
Help identify the problem with just one word: ‘why?’
Often people will beat a path to your door to run a campaign on an issue. The most powerful word in the communications officer’s vocabulary is ‘why?’ It’s ‘why’ that leads you to the heart of the matter. You need more foster carers? Why? To give children a better start in life and if we don’t it costs us money. How much money? We save £10k a time each one we recruit.
Your aim should be to tackle a business objective
A housing association looks after 1,000 properties. They need people in the homes to pay their rent. They need 95 per cent to pay or else there is a serious headeache. Everything the comms person does should point at that. Otherwise, why bother? How can you look finance in the eye?
Once you have the problem don’t have a comms plan for the sake of it
When I was in the public sector, I grew slightly tired of writing Linus blanket comms plans that nobody looked at. A plan is fine. But it only works if there is a commitment on both sides.
Let your comms plan tell a story
That story is the chart that paints an epic story of where the organisation was and where you are headed. It was here and the problem was do big (THE ISSUE). So we decided that it needed to move by that much to make it better (THE TARGET). We understood what the pitfalls out of our control were SCENARIO PLANNING. We worked out who we needed to talk to (AUDIENCE). We worked out the best way to talk to them (CHANNELS). And we asked them to do something which we then counted (MEASURED). And as we went along, we checked that all of those things were working and we were heading where we needed to be (EVALUATED).
Be creative. Experiment. See what works. The tried and tested may not be the path to take.
Never end the campaign
There is a logic that sees a push against smoking one week of the year. But what happens if that smoker doesn’t want to right there and then? Maybe its six months down the line? What happens then? Make sure the door is still open and the helpline isn’t turned off until the same time next year.
comms2point0’s comms campaigning masterclass: key lessons from the UnAward winners is staged at The Bond Company, Fazeley Street, Digbeth, Birmingham from 10am to 4.30pm on Thursday February 26. For more information and to book a ticket click here.
It was probably the most fascinating, fun and untaxing job I’ve got on my LinkedIn profile.
The request to serve on it came out of the blue. A phone call asking if I’d like to. I would? That’s great the story was going online later that morning.
As a former journalist who cares passionately about the public sector this appealed to me. My job? Occasional meetings in London as part of a panel of half a dozen or so and the bouncing of ideas.
There’s no question that The Guardian take coverage of the public sector seriously. Jane Dudman and her team have grown that part of the newspaper. If there is an issue you think should be tackled you really should get in touch with her.
What did I learn now my 12-months is at an end?
That broadly speaking everyone is facing a difficult landscape in the public sector.
That The Guardian have very funky offices and serve good coffee.
That from an editorial point of view, one good, well written piece will attract more traffic than lots of not that great pieces.
That an online news platform needs to keep an eye on the analytics but not be slavishly driven by them. The right numbers work for the Public Leaders network rather than buzzfeed list numbers for the sake of it.
That Simon Blake, chief executive of Brook, is as engaging in real life as he is when interviewed on the radio. But I’ll never understand how he cycles around the streets of London.
That editorial ideas in a web-focused newsroom are as much around content as they are about ‘stories’ and word counts.
That stories around how to cope with the stress of public sector life are probably more engaging than a story about who has succeeded who and who loves working where.
So, it all boils down still, despite the internet and everything, the old maxim Iearned early as a junior reporter that news is people and still is. Which is oddly reassuring.
There is a real tangible mood of optimism sweeping Birmingham and the West Midlands as 2015 comes into view.
Lonely Planet named Brum as one of the 10 best cities in the world and there have been a raft of stories of the flow of 30-something entrepreneurs and tech people leaving London for Birmingham and finding life better there. It’s nice to get external recognition. But in our corner of the world the West Midlands has been a bit great for a while. There’s a community of digital people. Many first met at events like the long-running Birmingham Social Media Cafe or at coffee houses or unconferences where people collaborate and meet people.
We’re also backing the Impact Hub Birmingham Kickstarter to build co-working and events space in Digbeth. It’s a venue and an idea whose time has really come. You can read more about it here.
Why are comms2point0 backing Hub Brum?
A couple of reasons. We’re backing it so we can have some co-working space a few times a week to get things done, use the WiFi and enjoy a cup of coffee. In my first year concentrating on comms2point0 full-time I’ve recognised the need for a regular space. But not a full-time office. Sometimes, this is to stick headphones in and zone out. Other times, this is to bounce ideas around and contribute to other ideas. We also rather like the social change stuff too. The people behind it are keen to collaborate on projects to make Birmingham a better place to live. That rather appeals. There is work to be done and there are people who want to see it happen.
We’ll be using Impact Hub Birmingham as a physical base. The comms2point0 website, of course, will continue and thrive.
Why am I excited about 2015?
Eighty per cent of new businesses fail in the first 12-months. We’ve celebrated 12-months being registered with Companies House. Geddin. I’ve been full time. The long nights staring at the ceiling wondering if this can work have gone. They’ve been replaced by a wish there was more hours in the day and more capacity. If I’m honest, time spent with my family has suffered. My wife Clare has been amazing. Time spent with them in Wales between Christmas and New Year has been valued.
Mary McKenna once wrote that running your own business means one day off a year. I can see what she means. When I explain the time, love and effort it requires people almost always look horrified. The man who wrote that you work 80 hours a week for yourself so you don’t work 40 hours for someone else is dead right and I’ve a long list of people to thank who have helped, given advice and have hired both me and Darren.
If 2014 was a start then 2015 is when comms2point0 really takes off. There are ideas in the pipeline we think you’ll love.
Why are we excited about 2015?
In all the fun and excitement often people think that comms2point0 is just me. That’s not true. It’s always been a collaboration between myself and Darren Caveney. The original idea for the platform was Darren’s and we fleshed out how it would work watching a game of cricket. Our plannning meetings are a thing of wonder and it is amazing what you can produce when you have enough cake and coffee. But the black and white images and the look and feel of the website? That’s all Darren, that is.
I’m pleased to say that 2015 will see an even greater input from Darren and ideas that will push things on.
Here’s a look at last year and what I got right and wrong.
What did I get right?
Comms teams overall have got smaller although a minority have grown. A survey comms2point0 ran for LGComms showed 57 per cent working in teams that have shrunk since 2008. Anecdotally, there have been fewer heads of comms as the duties are shared for cost saving. Better evaluation remains to be needed. Local government comms has become become the poor relation of public sector PR. It looks on with envy at others’ budgets. Digital comms has continued to go mainstream but there is lipservice to it. Many teams have been outsripped by the pace of change.
Anecdotally, poor internal comms remains.
What did I get wrong?
Digital comms has not stepped-up a gear from simply tweeting press releases to tackling the really thorny problems. That’s a source of real worry. Elsewhere, social media remains a frontline task but the pace of change here has slowed. There was no major emergency where social media shone.
Too early to say?
Comms teams still need content creators although this hasn’t happened. There will be more shared comms teams. People will look at how this can work across a geographical area and also between authorities.
So here are 11 more for 2015
Some councils will no longer have a meaningful comms function. Cut to the bone, they will do little more than answer the phone and answer media queries.
Social media will stall. After early innovation, the time and space to experiment as part of the day job has gone. The door has closed. Twitter and Facebook will be it.
New platforms continue to go untouched. As new platforms grow and develop like SnapChat, Instagram and WhatsApp there will be no capacity to experiment with them leading to a section of the population disenfranchised.
Evaluation will become a case of do or die. With budgets being cut, the comms team needs to justify what it does before it is cut. Unless they can look finance in the eye and demonstrate why they should live they will go.
People who bang the table and say ‘no’ will stand a chance. Those who don’t won’t. There has never been a more important time to say ‘no’to meaningless fire-and-forget blunderbus comms. But this argument needs to be one had strategically as budgets tighten. Comms teams can deliver real change at a time of problems. But they need to fight their corner.
There will be fewer press releases written for fewer newspapers. An easy one. At some point someone will notice and ask what the point of comms teams are. The window where people can get their story straight is about to end.
It will get more fractured. Content tailored for those keen on one country park or a care home needs to be created and be more sharable. This is where comms teams can help and enable service areas.
Video gets more important. But the skills need to be learned.
Social media accounts need to be reviewed and closed. That arts centre that played their face for a Twitter account and then updated it three months ago? It needs to be taken down. There is too much bad digital in local government.
Customer services, social media and comms need to become best friends. At present, this is happening sporadically. This needs to be hapening everywhere… and six months ago.
Facebook pages will become pointless unless supported by a budget for ads. This is the reality which many are struggling to catch-up with.
Creative commons credit
Mobile and cutting: https://www.flickr.com/photos/48503330@N08/5871393799/
A what? And how much?
This is the true cost of councils being forced by law to pay over-the-odds for public notices tucked away in the back of printed newspapers being read by fewer and fewer people.
It is a throwback, a misguided sweetener to the newspaper industry and comes from the days when the local paper was the only show in town.
What are public notices? They’re announcements of where double yellow lines are to be painted, who has applied for a taxi licence and an application from a pub licensee for a late night opening licence. It is the bread and butter of a community.
Should they be communicated and publicised? Absolutely.
Can it be done without swingeing annual charges? Yes.
Being forced over a barrel to pay to communicate through local newspapers is the last throwback to a world before the internet.
It is wrong.
It flies in the face of government policy.
It is print-by-default in a digital-by-default world.
It must stop.
This is why and here is how we can do it.
The Government department in charge of local government has asked for ‘councils, newspapers and others’ to take a new look at how public notices are distributed. Any solution is dead in the water unless councils are stopped being made to pay for expensive print notices – or even pay for digital ones.
Really? Councils have to communicate like this?
Yes. Bonkers, isn’t it? There is a raft of legislation that mean that councils must take out newspaper ads before they take certain decisions. The aim is to publicise and encourage people to come forward with comment and opinion. Getting people involved is absolutely a good thing. The more people are informed and take part in the decision making process the better.
Her Majesty’s Government’s Ambassador to Lebanon Tom Fletcher has written eloquently about this being the digital century. I’d agree with that. In the digital century people find out about what is happening through networks and the web. Not through small ads. Ask yourself this question: when was the last time you bought a local newspaper? When was the last public notice you read? And can you remember what it was about?
What is the state of local government?
In short, perilous. Every penny counts and in Town Halls up and down the land small sums of money and budget decisions are being argued about. The Institute for Fiscal Studies predicts 1.1 million job losses by 2019 across the public sector. Birmingham City Council Leader Albert Bore has talked of the ‘end of local government as we know it.’ Government funding cuts to local government are touching 40 per cent and spending power is falling by 25 per cent according to a critical National Audit Office report which observes that the Department for Communities and Local Government doesn’t understand the impact of cuts.
In other words, cuts are being made and every penny counts. Which is why being forced to spend on newspaper ads is wrong.
But how much do the public notices cost?
Think tank Local Government Information Unit – LGiU – calculated that in 2012 public notices in newspapers were costing £67.85 million. Public Notices: The Case for Radical Reform: Part One’ shows that this is on average £181,000 per authority. In some cases, the report says, public notices incurred a rate three times as expensive as normal display ads and reaching over £20 per column centimetre in some publications.
“This is a lot of money, especially when councils are trying desperately to !nd savings. It is also an outdated system that has been left behind by technological advances. The current system provides no feedback to councils and ignores the fact that the audience is moving away from printed newspapers, to a varied digital media landscape.
“LGiU believes change is necessary in the following areas: councils should be free to decide where is best to place public notices, more work needs to be done to de-jargon and standardise the content of public notices, councils who do publish notices online should o”er users an email subscription service, allowing users to opt-in to receive public notices, hyperlocal, neighbourhood websites, as well as traditional local media news sites, should be encouraged to carry feeds of council notices the government should look into the possibility of supporting the development of a central online portal for publishing public notices.
- Public Notices: The Case for Radical Reform: Part One. LGiU.
But who reads newspapers these days?
Some people do. Ofcom in their annual Communications Market Report says that adults in the UK spend 15 minutes a day reading newspapers or looking at newspaper sites. For some people, they keep them informed. But these figures are dropping.
In comparison, adults spend 36 minutes on websites or apps and 26 minutes on social media. The breakdown is here.
In Walsall, where I worked in local government communications, the local paper the Express & Star in 2013 sold around 10,000 copies of the Walsall edition in a borough of more than 269,323 people. The newspaper industry says that between two and five people read each paid-for copy. For the sake of argument, if that was three people per copy that means 11 per cent of Walsall get to see the public notice. That’s if everyone reads the paper from cover-to-cover. That’s not a reason for paid-for public notices in print.
The figures are replicated across the country according to database JICREG with 67,759 copies of the Birmingham Mail on a Friday in a city of 2,440,986. In Greater Manchester, this is 126,293 on their busiest day for the Manchester Evening News in a population of 2,685,400. In Glasgow, the Evening Times reaches 33,397 in a population 2,850,000. The online readership of these three newspapers will be far higher but figures are difficult to obtain. None of these newspapers show public notices when you enter the search term in their websites.
I’ve heard the anachronistic argument that somehow only newspapers can be trusted to publish public notice content. Somehow the act of handing over 200 words and paying through the nose for it to appear in the back of newspapers that few people in a borough read afford some undefined magic propertiies. This is, of course, balderdash.
The days when newspapers are the only means of communicating have ended. They are one of a number of channels. The requirement to take out public notice ads with them should end. Sometimes, they’ll be the best way of communicating. But that decision should be de-centralised down to the local authority.
Four ways public notices breach Government advice
It wouldn’t be so bad if the current millstone doesn’t go against Government advice. But it does.
The 2011 DCLG Code of Recommended Practice on Local Authority Publicity is the legal yardstick. Here’s what it says:
It says publicity should be cost effective – that’s section 2. Print notices are not.
It says that they should be ‘value for money.’ Print notices are not. That’s section 10.
It says that advertising shouldn’t subsidise voluntary, public or commercial organisations. That’s section 13. That’s what print notices do.
It also says that public relations guidance should be sought before embarking on expensive publicity. That’s section 14.
And a few other ways it breaches Government policy
The Cabinet Office published the excellent and aspirational Government Digital Strategy in 2013.
“In just over 2 decades the internet has become a huge part of our everyday lives. Today 82 per cent of adults in the UK are online. Completing transactions online has become second nature, with more and more of us going online for shopping, banking, information and entertainment. Why? Because online services tend to be quicker, more convenient and cheaper to use.
“But until now government services have stood out by their failure to keep up with the digital age. While many sectors now deliver their services online as a matter of course, our use of digital public services lags far behind that of the private sector.
“Government has got to do better. This Digital Efficiency Report suggests that transactions online can already be 20 times cheaper than by phone, 30 times cheaper than postal and as much as 50 times cheaper than face-to-face .
“By going digital by default, the government could save between £1.7 and £1.8 billion each year. But this isn’t just about saving money – the public increasingly expects to access services quickly and conveniently, at times and in ways that suit them. We will not leave anyone behind but we will use digital technology to drive better services and lower costs.”
Frances Maude, Minister for the Cabinet Office
This is all excellent stuff. It articulates exactly why local government should be digital by default and not be held back by the anachronism of print public notices.
And bloggers too…?
Bloggers are able to attend public meetings and video, blog and post realtime updates. This is a good thing and opens up the whole often very dull decision making process to public scrutiny. This is an excellent step from DCLG. They hailed it as: ‘a boost for local democracy and the independent free press, councils in England were brought into the 21st century.’
That freedom should be opened up for bloggers too. How can they carry data from public notices alongside the mainstream Press?
So what would all this look like?
Information can be communicated effectively using the web. It could be added to a council page. An RSS feed or a widget could allow others – newspapers, broadcasters or bloggers – provided free-of-charge to carry the feed on their own pages.
Of course, if there was a pressing business case for print advertising this could happen too. But that’s the thing. Rather than being a print-by-default position it should be one of several channels.
This already happens in two places. Firstly, the TellmeScotland website aggregates and distributes public notice alerts through text and email.
Secondly, in ice and snow a more geurilla approach sees gritting updates aggregated and distributed in the West Midlands. On Twiitter, the hashtag #wmgrit is used by authorities in the region. A coveritLive widget here can be re-used on websites.
So what next?
There are bright people in local government who can produce the answer. Some of them are in the localgovdigital group although relying on a handful of volunteers in the sector is not the answer.
Maybe this is for larger bodies to support with time and resources. Communications teams should take the lead and work with web to come up with solutions. Maybe, that’s SOCITM, LGComms, the LGA and others coming together with local government officers.
Whatever the future. in 2015, the current situation which sees an enforced subsidy through paid-for ads to wealthy newspaper groups should not form part of the answer.
So, how do we do this?
What I mean is what makes your heart truly sing.
What prompted this was reading ‘Talk Like TED’ by Carmine Gallo which looked at what makes the best TED talks work. TED, if you don’t know, stands for Technology, Education, Design and has snowballed from an exclusive conference for the super rich to a global franchise of affiliated events.
They are short talks. 18 minutes is the most you’ll get. They’ll have a bit of powerpoint. But the slides help the speaker tell a story rather than provide a script.
Last April I left local government to work on comms2point0 full-time. It’s taken me to meet some fascinating people doing great work across Britain.
A few weeks back myself and my comms2point0 colleague Darren Caveney travelled to Jordan at the invitation of the Foreign Office to facilitate a two-day comms event for Middle East and North Africa comms staff. We also staged a half day unconference. There was never any doubt in my mind that the unconference aspect would work. It did. The people in the room rose to the task.
I began at the start of the event by asking the question . There were some puzzled looks at first. Then some great answers.
But what makes my heart sing?
Over the years many things. It used to be watching Stoke City and when I was a journalist writing a frontpage story. My children do. But I’m their Dad, so I’m biased.
What makes my heart sing now is working out the best ways to tell a story and communicate with people. The web has taken everything and thrown it up into the air. Who wouldn’t want to try and explore how those pieces fit?
My heart sings when I see people understanding how to communicate in an area I don’t know about.
Even though I love Twitter, I don’t care for people who think Twitter is the answer to everything. It’s not. If some print works, then go for it. That’s fine. There’s no point being a channel fascist.
Here’s a comment made at the Middle East event by a locally engaged comms professional who does brilliant work for the FCO with the Arab regional media.
“In Libya, people have Kalashnikovs and want to kill each other. There are four tribes. Just because an infographic works in the USA it doesn’t mean it works in Libya.”
You need local knowledge. You need the passion to understand the media landscape wherever you are whether that’s Derbyshire or Dubai.
Hats off to Steven Hardy and Craig Morley from the FCO for staging the event and to the 70-odd attendees who made my heart sing.
Pic creative commons credit: https://www.flickr.com/photos/25178143@N04/2765083201/
Fueled by a bottle of red wine a frustrated journalist and blogger wrote a bold post in 2006 called ‘Die! Press Release! Die! Die! Die!’ that took an axe to one of the standard tools in the PR toolbox.
Now taught in colleges the Tom Foremski post was a battle charge against the Linus blanket of the press release and its 400 words of journalese, approved quotes and notes to editors.
In a digitally-connected world the answer is, of course, to produce sharable content.
When I came across the post two or three years ago it articulated perfectly my own burning frustration at being asked to prioritise servicing newspapers whose sales were melting in the bright sunlight of the digital morning.
In 2014, Robert Phillips has picked up Foremski’s axe and is turning it not just against press releases but against the entire PR industry. It is time, he says ‘to call bullshit on what had become the bullshit industry.’ But who is he? A hater? No, he’s the former UK chief executive of global PR giants Edelman whose CV includes the Wonderbra ‘Hello Boys!’ campaign and the shaping of the 02 brand. He co-founded Jericho Chambers in London. In short, he has been a pillar of the PR establishment and that he is questioning the future is a cause of interest. He has blogged for comms2point0 before.
Robert hasn’t dashed off a late night blog post. Instead he has written a polemic called ‘Trust Me, PR is Dead.’ This book promises to be more powerful and far reaching than Foremski’s post. It challenges not just a tactic but an entire industry. If anything, it’s ‘Die PR! Die! Die! Die!’
So, what’s dead?
I was in London this week for a discussion organised by Robert at the Cass Business School entitled ‘If Everything is Dead, What Comes Next?’
Deference. Hierarchy. Spin. The illusion of control. The idea you can manage the message.
What killed it? A perfect storm of MPs expenses, the banking crisis, the recession and the end to final salary pensions. And the 80s trend to individualism. But most of all the subtle re-organising that the internet has done to connect people in networks. Citizen activism. 38 Degrees. The democracy of the social web.
Don’t get it? Need evidence? You may be looking in the wrong places. Video blogger Stampy Longhead makes videos of himself playing the Minecraft video game and gets five million viewers effortlessly. The BBC look enviously on but they have been left behind.
In the NHS, the influential King’s Fund has called for the end of command and control heroic leadership. Instead, devolved leadership is the answer.
In the discussion, clear points emerge. People want to be engaged and not led. It’s about what we do that counts. Not what we say. PR is struggling with all that.
What is threatening PR?
A resistance to change. In five key areas, Robert Phillips says. The industry is not across data and insight that can offer greater chances of measurable success. Outputs are often still measured over outcomes. Whizzy numbers are put forward when the answer should be what have people done as a result of what you’ve done? The world is about networks and not heirarchies and PR doesn’t get that. Creative ideas are too small to scale and make a difference and there is a lack of talent, he argues.
“There remains a perverse determination within PR to defend top-down behaviour in a flatter world. PR currently speaks to hierarchies in a world of networks. It is therefore starting in the wrong place both for its own domain and the wider universe of citizens, companies and brands. PR can no longer dictate on its own terms.
“It is not about loudhailer broadcasting or ‘managing the message’ anymore. Shrill press releases are irrelevant in a world that sees through obfuscation and deceit. Building advocacy and activism within networks is the way forward. The voices of regular people need to be heard.”
So, what comes next?
It’s easy to point to the changing landscape and declare things dead. It’s a lot harder to point to what comes next.
Phillips reckons the answer may be somewhere around the idea of something that you can call ‘public leadership.’ The chief exec as activist, prepared to engage with people, prepared to sometimes say they are wrong and to listen more to people.
Radical honesty, he says, is needed when the landscape is an expectation and demand for transparency.
For me and my public sector background, that’s being honest and straight about the cuts. And to call cuts ‘cuts.’ Not efficiencies. Not savings. Cuts. That makes the most important communications in the public sector about the budget and how money is spent.
One of the panelists in the discussion, the Labour MP David Lammy, talked about the broad picture of change and dust not settling just yet and perspective being hard. He also talked about there being a lack of courage. He’s right.
Much of what Phillips talks about sounds idealistic. Listen to the people. Crowd source. Be citizen activists.
“That’s fine,” one Chinese audience member challlenged. “But I grew up in China during the Cultural Revolution and all this sounds very familar.”
Maybe so. But there is a radical discussion to be had about the changing role of so many things. PR included.
For me, if PR was to give PR advice to PR it would be to drop the tag: ‘PR.’ It’s toxic. It’s too linked to the age of spin and Max Clifford.
It will be fascinating to read Robert’s book when it is published in 2015.