What You Do Matters | Vicky Coelho | October 2014
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Presentation by Vicky Coelho at the GSC Comms Exchange - 'DCLG present: ‘Low cost and quirky – effective campaigns on a small budget’ on 9 October 2014.
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What You Do Matters | Vicky Coelho | October 2014
- 1. DCLG What You Do Matters Vicky Coelho
- 2. What You Do Matters Troubled Families National fire and resilience WW1 Commemorations Weekly bin collection support scheme Love Your Local Market campaign …they are all DCLG policies and areas of responsibility What do the following have in common? Right to Buy housing scheme
- 3. What You Do Matters How it all started - One Department Day 2012: The event brought all directorates and offices together to: •build understanding of what different parts of the Department do and how they can work together more effectively •create a sense of unity and common purpose Achievements: •85.7% said the event had improved their understanding of what the Department does •77.4% said it helped their understanding of how everyone can work together more effectively •Overwhelmingly positive response – (71%) valued visiting each others stalls, (58.4%) enjoyed the opportunity to meet others
- 4. What You Do Matters The challenge - only 22% of people said they were proud to work for DCLG (People Survey 2012) •Focus group research found that: – people wanted to know that the Department’s policies are having a positive impact in the community – that the Department work’s is respected by the general public, third parties and across the rest of Whitehall •The What You Do Matters campaign was devised – videos posters, articles and events
- 5. What You Do Matters Still no ‘elevator speech’… •February 2014 – launch of the DCLG core narrative – not just about communication but about shaping how people think and develop policies: Our job is to create great places for people to live and work. We have four main work areas: • Better local services for people • Supporting people to grow and create jobs • Supporting strong communities where people feel they belong • Helping people to have a home of their own •How do we bring this to life for people?
- 6. What You Do Matters One Department Day 2014 - What You Do Matters •Different format this year: • staff visits around the country to find out how our work in each of the four areas is having an impact out in the community • people taking part will be reporting back ‘live’ from the visit using Yammer • Launch activity: • all staff event with the Permanent Secretary • Better Department stand, Yammer teach-in sessions where colleagues can find out more about the visits and sign up, quizzes and competitions • introduction of the What You Do Matters video • Progress so far: • over 800 people attend the Permanent Secretary’s event • over 307 colleagues signed up for visits via Yammer The story continues…
- 7. What You Do Matters One Department Day 2014 - What You Do Matters •Different format this year: • staff visits around the country to find out how our work in each of the four areas is having an impact out in the community • people taking part will be reporting back ‘live’ from the visit using Yammer • Launch activity: • all staff event with the Permanent Secretary • Better Department stand, Yammer teach-in sessions where colleagues can find out more about the visits and sign up, quizzes and competitions • introduction of the What You Do Matters video • Progress so far: • over 800 people attend the Permanent Secretary’s event • over 307 colleagues signed up for visits via Yammer The story continues…
Editor's Notes
- The DCLG internal communications strategy was developed by: Reviewing the Department’s business priorities and targets for the year ahead: A new Core Narrative – people becoming more joined up in how they work to deliver the Department’s aims Seven different change programmes – HQ move to Marsham Street, an IT system and the introduction of smarter working, pay reform, flexible deployment, a new briefing and correspondence system and Civil Service Reform A new 55% engagement target – increase of 6 percentage points in 2013 and a further target set for 2014 2015 - ensuring the Department is ‘match fit’ for next year’s election Assessing our achievements in 2013 and feedback from the communications audit Build a sense of pride and common purpose among staff - “I am proud when I tell others I work for DCLG” to increase to 49% (staff survey) Create a Better Department by helping staff understand how and why DCLG needs to change – ‘I feel that changes is well managed’ to improve on 29% (staff survey) Facilitate and embed digital in the way we do our business – increase in number of registered intranet users from 1,121 (October 2013), increase in number of people viewing blogs/forums from 1,639 UPVs per month (January 2014) Ensure staff have the information they need to do their jobs – ‘The Department keeps me informed’ maintain or improve on 60% (staff survey) Getting senior management support and buy-in - the strategy was signed off by the Executive Team in May and progress against it is reviewed with them on a quarterly basis
- We gain insight into the views and opinions of our DCLG colleagues by: Hot Topics – which highlights the issues and topics colleagues have been engaging with that month (see Annex 1) Touchstone sessions – with the Deputy Permanent Secretary (three groups meeting twice a year) where colleagues can give their views and opinions on a wide variety of issues and topics Monitoring online comments, blogs and forums – with campaign messages and information adjusted accordingly Demographic information – is used to inform the delivery of particular campaigns such as the Reservists Road-testing of products and channels - all new products are road-tested with colleagues, before launch, to make sure they meet their needs Deep dive sessions – looking at specific issues e.g. the ‘What You Do Matters’ campaign is based on research into what would make people feel proud Other Departmental focus groups – especially the Better Department Steering Group
- Significant change is happening this year and we are supporting this by: Ensuring prompt communication – IC team members sit on the projects boards of all major change programmes to ensure communication is integral to the planning process Enabling leaders to manage change – working with the Permanent Secretary’s office and change team to ensure leaders are fully briefed and equipped to play their part in delivering change (briefing packs/SCS Round Up sessions) – could mention SCS Round Up review here? (Review taking place to boost attendance, ensuring sessions are fit for purpose and meet needs of senior colleagues) Exploiting a wide variety of channels - 15 different channels used for Marsham Street campaign - 98% awareness achieved with a good understanding of key message Providing opportunities for feedback – supporting staff engagement activities about change matters and, where possible, ensuring all major change programmes have blog and forum facilities Setting the context - to explain the cumulative impact of change to colleagues so that they understand: the type of organisation we want to be how this can help us deliver more effectively on our priorities what this means for them We developed a video to support conversations through the line
- Significant change is happening this year and we are supporting this by: Ensuring prompt communication – IC team members sit on the projects boards of all major change programmes to ensure communication is integral to the planning process Enabling leaders to manage change – working with the Permanent Secretary’s office and change team to ensure leaders are fully briefed and equipped to play their part in delivering change (briefing packs/SCS Round Up sessions) – could mention SCS Round Up review here? (Review taking place to boost attendance, ensuring sessions are fit for purpose and meet needs of senior colleagues) Exploiting a wide variety of channels - 15 different channels used for Marsham Street campaign - 98% awareness achieved with a good understanding of key message Providing opportunities for feedback – supporting staff engagement activities about change matters and, where possible, ensuring all major change programmes have blog and forum facilities Setting the context - to explain the cumulative impact of change to colleagues so that they understand: the type of organisation we want to be how this can help us deliver more effectively on our priorities what this means for them We developed a video to support conversations through the line
- Significant change is happening this year and we are supporting this by: Ensuring prompt communication – IC team members sit on the projects boards of all major change programmes to ensure communication is integral to the planning process Enabling leaders to manage change – working with the Permanent Secretary’s office and change team to ensure leaders are fully briefed and equipped to play their part in delivering change (briefing packs/SCS Round Up sessions) – could mention SCS Round Up review here? (Review taking place to boost attendance, ensuring sessions are fit for purpose and meet needs of senior colleagues) Exploiting a wide variety of channels - 15 different channels used for Marsham Street campaign - 98% awareness achieved with a good understanding of key message Providing opportunities for feedback – supporting staff engagement activities about change matters and, where possible, ensuring all major change programmes have blog and forum facilities Setting the context - to explain the cumulative impact of change to colleagues so that they understand: the type of organisation we want to be how this can help us deliver more effectively on our priorities what this means for them We developed a video to support conversations through the line