Are you Are you measuring up?measuring up?

Planning evidence based campaigns

John Shewell

Head of Corporate Communications

ContextContext

Lead up to an election State of economy Public sector finances Reputation as a sector not great

Public Sector squeezePublic Sector squeeze

‘When we hear the prime minister talking about what is required is some efficiency savings, a few low-priority budgets need to be dealt with… similarly when the Conservatives talk about a £7bn spending cut package, I’m not quite sure that is bringing home to people the scale of the squeeze.’ - Robert Chote, director of the Institute for Fiscal Studies (9 Oct 2009)

Public Sector squeezePublic Sector squeeze

“PricewaterhouseCoopers suggest that the government will have to close a fiscal gap of around 3% of GDP by 2015/16, equivalent to £43bn at today’s prices” – Jon Sibson (PwC)

Public Sector squeezePublic Sector squeeze

“To put us on track to achieve the 2015/16 target, the government should aim for additional fiscal tightening of around 1.8% of GDP by 2013/14, which is equivalent to around £26bn at today’s values, over and above plans in the Budget” – John Sibson (PwC)

Public Sector debtPublic Sector debt

deficit on current budget of £12.8 billion in August 2009, compared with a surplus of £7.7 billion in August 2008

Public sector net debt, expressed as a percentage of gross domestic product (GDP), was 57.5 per cent at the end of August 2009, compared with 44.0 per cent at end of August 2008. Net debt was £804.8 billion at the end of August compared with £632.8 billion a year earlier – Office of National Statistics (Oct 09)

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30

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60

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1974-75 1978-79 1982-83 1986-87 1990-91 1994-95 1998-99 2002-03 2006-07 2010-11

A9: PUBLIC SECTOR NET DEBT(excluding liabilities and losses from financial sector interventions)

Projections from 2009-10

Source: Treasury

Tough times aheadTough times ahead

There are three areas where tough decisions will have to be made to reduce public spending:

1. the use of fewer resources for services that will continue to be provided in the same way, by implementing pure efficiency measures;

2. considering how best to achieve outcomes and look for smarter ways to achieve them, including determining who is best placed to deliver them; and

3. prioritisation of some services, with others being discontinued or left to the private and/or third sector to provide

■ It promises to be the most savage period of public expenditure restraint since that of the mid-1990s, and to continue for longer (FT, June 09)

Our role in societyOur role in society

“Government expenditure will soon account for almost half of the UK economy. One in five of Britons now works for the state; more than one in twenty work for the National Health Service. Only in world wars or when it owned the commanding heights of industry has the British state assumed such importance. From the National Health Service, the world’s third largest employer, to the 21 concrete mixers owned by the Ministry of Defence, the public sector reaches almost every area of people’s lives.” – Chris Giles & Simon Briscoe (Financial Times, June 09)

‘‘anti public sector’anti public sector’

MPs expenses CEx salaries Baby P Political rhetoric

– Who can make the bigger and deeper cuts?

Credit: Steve Bell, Guardian (Oct 09)

Reputation?Reputation?

Providers not enablers

Slow Inefficient Regulatory Nebulous org Faceless Etc…

Poor engagementPoor engagement

Credit: Anthony Zacharzweski, Democratic Society

Planning: why?Planning: why?

Better use of resources

Focusses effort – prioritises outcomes

Encourages longer-term view

Proactive agenda Minimises

‘disruption’ Builds understanding

about what we do

ModelsModels ROSIE

– Research

– Objectives

– Strategy

– Implementation

– Evaluation

RACE– Research

– Activity

– Communicate

– Evaluate

Know the numbers!Know the numbers!

Stay away from the creatives! Focus on outcomes…then get creative

ResearchResearch

Identify & define the KEY ISSUES Who you need to talk to What are their barriers Content versus Context

ResearchResearchTransient Educated Young On-line, social media

Older families in suburbia Face-to-face, traditional media

ObjectivesObjectives

SMART– Specific

– Measureable

– Agreed

– Realistic

– Time-bound

Linked to outcomes

Three types– Info provision

– Awareness raising

– Behavioural change

‘‘Be Local Buy Local’Be Local Buy Local’

Objectives (what are we trying to achieve?)

– Position the council as a ‘friend’ to at least 25% of local businesses by 31 March ‘09

– Raise awareness of the campaign amongst 25% of the target audience

– Encourage over 100 businesses to sign up to the campaign within three months of launch

StrategyStrategy

Road map to destination

The approach

Umbrella Corporate Campaigne.g. ‘Your City’

Parking

Refuse/Recycling

Housing

Roads/Transport

Comm.Safety

Social Care

Environ. Health Schools

Housing Benefits

TourismR

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Strategic GridStrategic GridSTRATEGIC GRID

0-6 months 6-12 months 12-18 months 18-24 months Reputation Drivers Target Audience (Mosaic Profile) Actions KPIs Actions KPIs Actions KPIs Actions KPIs

Super Outcomes

Urban Intelligence Grey Perspectives

Community Safety

Blue Collar Enterp Grey Perspectives

Housing

Refuse & Recycling

Schools

Social Care

Transport (including parking)

Tourism & Inward Investment

Environmental Health

Brand Narrative

Place Narrative

Be Local Buy LocalBe Local Buy Local

Strategy – Deploy a focussed six months integrated

marketing-communications campaign at local residents who believe in the ‘Brighton & Hove’ brand in an effort to persuade them to spend their money locally.

ImplementationImplementation

Tactical delivery Channel management The ‘nuts and bolts’

Community Safety

Sample Reputation TrackerSample Reputation Tracker

Be Local Buy LocalBe Local Buy Local

Last survey = 75% awareness of campaign amongst target audience

Nearly 400 businesses signed up (same with residents) Over 80% positive media coverage 2000 businesses have successfully applied for rate relief

(£500k) 40 local newspapers, 10 radio interviews, six national

trades Privately endorsed by national commentators eg Polly

Toynbee, Anne Widdicombe MP and Libby Purvis Local media partnership – Argus & Juice FM Pledge card – next phase = behaviour change (done in

partnership with media) = aim to get 1000 residents

My plea…My plea… Stop doing silly things Plan…Plan…Plan Unify public sector comms – let’s work together! Be passionate about what you do We’re here to serve – let’s evangelise our

services and organisations Opportunity – focus efforts, be smarter and

share info Have fun!

Raise the barRaise the bar

John ShewellJohn Shewell

Head of Corporate CommunicationsPh: 01273291039

Email: john.shewell@brighton-hove.gov.uk