Effective communications

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Effective communications

  1. 1. Effective communications<br />Kevin Huggins Cooper<br />Director of Public Sector Transformation<br />
  2. 2. Agenda<br />Overview<br />What the community wants<br />Messages from Connecting Communities<br />Values Modes<br />Different channels and techniques<br />The current climate and budget pressures<br />
  3. 3. Changing approaches<br />Council newspapers<br />Congruent communications<br />Merging functions<br />Budgets<br />Social media and electronic comms<br />Different channels<br />
  4. 4. Real influence matters What do people mean by influence?<br />People don’t separate engagement from their other dealings with the council<br />They base their level of influence on their personal experience of customer services<br />They want to air their experiences/stories<br />People have different motivations at different times<br />These vary according to people’s values and this requires different approaches to communications<br />You need realistic expectations of residents’ knowledge<br />Participants in formal mechanisms belong to a self-selecting group<br />
  5. 5. People’s values inform their approach to engagement. Some people...<br />don’t engage, believing they won’t be listened to<br />don’t know how to engage...but feel they will be ignored anyway<br />believe they best influence through personal contact<br />don’t feel they have enough time ( too busy)<br />feel they will be fobbed off with someone junior <br />only trust messages from people they know / like them<br />seek influence by joining up with like minded people<br />engage in wider civic society, but might not feel this gives them influence<br />are disappointed at a lack of feedback: nothing changes<br />
  6. 6. So what?<br />Most people feel they have had influence if they feel listened to, even if they are not “obeyed”.<br />They definitely want OUTCOMES.<br />
  7. 7. Regional Findings<br /><ul><li>It’s not fair
  8. 8. They’re not like us: Outsiders
  9. 9. Private landlords and housing allocations
  10. 10. Do the little things
  11. 11. It’s not safe round here any more
  12. 12. Young people today…. tensions
  13. 13. The Council doesn’t do enough
  14. 14. Can we believe what we read?
  15. 15. Who told you that?
  16. 16. You can’t trust them</li></li></ul><li>Gaining insight into behaviour<br />We now know lots about who people are and how people behave, but do we know enough about why people behave as they do?<br />
  17. 17. Behaviour and values<br /><ul><li>How people behave is determined by the values that drive them - not simply by information
  18. 18. Emotions will always trump facts
  19. 19. People may act in the same way but for different reasons</li></li></ul><li>What might have motivated someone to buy this car?<br />Traditional segmentation might suggest that having just behaved the same way (and bought this car) that their motivations are the same<br />
  20. 20. What might have motivated them?<br />“I bet the neighbours will be impressed!”<br />“Petrol prices are going up and I will save money!” <br />“It's good for the environment!”<br />
  21. 21. British Values Survey:<br />identifying what predominantly drives people<br /><ul><li>Settlers: sustenance driven: core needs, safety, belonging; local
  22. 22. Prospectors:outer directed: striving, care about opinion of others, tangible results; Me
  23. 23. Pioneers:inner directed: comfortable in own skin, networked, do their own thing; global</li></li></ul><li>Matching motivations<br />Get people to do the same thing for different reasons, eg prepare for floods:<br /><ul><li>Pioneers make an ethical contribution
  24. 24. Prospectors to do better for themselves, family or property
  25. 25. Settlers to learn lessons of the past and because “we have always looked after ourselves round here”</li></li></ul><li>Brave New World<br />6%<br />Golden<br />Dreamers<br />8%<br />Roots<br />9%<br />Certainty<br />First<br />9%<br />Happy<br />Followers<br />6%<br />Smooth<br />Sailing<br />6%<br />Tomorrow<br />People<br />7%<br />Transitionals<br />10%<br />Flexible Individualists<br />11%<br />Now People<br />7%<br />Concerned<br />Ethicals<br />11%<br />Transcenders<br />10%<br />CULTURAL DYNAMICS<br />STRATEGY & MARKETING<br />© Cultural Dynamics Strategy & Marketing Ltd., 2003-2009. All right reserved. Tel: +44 (0)208 744 2546 Email: mail@cultdyn.co.uk <br />Values Modes<br />Sustenance Driven<br />Key:<br />Residents<br />Middle Management<br />Leadership/Senior Directors<br />Outer Directed<br />Inner Directed<br />Base: 5454 UK Adults<br />BVS 2008<br />
  26. 26. Communicating with values<br />Approaches that may work with each group:<br /><ul><li>Pioneers: causes, ethics, responsibility, innovation (not fashion), global and novel things, stories about individuals, new questions
  27. 27. Prospectors: 'better and the best', league tables, recognition, awards, being winners, fashion (but not too innovative) immediate tangible visible results, the best answers
  28. 28. Settlers: face to face contact from peers, reference to past, endorsement by traditional leaders, small scale, local familiar venues, icons of traditional identity</li></li></ul><li>What people say<br />
  29. 29.
  30. 30. Area Safety Bulletin<br />Vandalism costs our town £30,000 a year.<br />We could use this money to hire extra teachers, police or to improve our parks!<br />Dear Resident,<br />Many of us have been having trouble with the graffiti and damage caused by vandals in our town. The bins behind Easy Street flats and walls on Rose Terrace are a disgrace. <br /><ul><li>Bullet points
  31. 31. So the reader can tell what we’re saying
  32. 32. At a quick glance</li></ul>We can only afford to repair this vandalism so many times before we will have to pull money from other important areas. Therefore, we need your help to keep our town clean. If you know who is causing this trouble, let us know. Together we can keep our town safe and clean! <br />DID YOU KNOW?<br />Every time the bins get damaged it attracts rats. These rats carry all kinds of diseases and attack our local wildlife.<br />You can chat to (name) about any anti-social behaviour,<br />Call 011 8888 666 or name@council.gov.uk<br />PHOTO<br />
  33. 33. Our staff and partners<br />Residents<br />The framework<br />Supporting data sharing between organisations<br />Consistent framework for insight gathering<br />Better research<br />Understanding what our residents really think – in all VM groups<br />Understand<br />Embedding Values Modes<br />Working with members and officers (and partners)<br />Written communications <br />Better messaging in magazine and website; localising newsletters<br />Communicate<br />Communications with staff<br />Communicating organisational change<br />Community communicators<br />Using word of mouth communication to target settlers: two way messages<br />Developing staff as advocates<br />Localised staff engagement programmes for two-way messaging<br />Change<br />Building civic participation<br />Developing and targeting opportunities – beyond pioneers<br />Changing services<br />Using VMs to understand how we can reshape services<br />
  34. 34. Attitudes to the Big Society<br />
  35. 35. The challenges for your Councils<br /><ul><li>Understanding communities’ values
  36. 36. Trust and engagement
  37. 37. Facing the issues
  38. 38. Insight and Intelligence
  39. 39. Speaking the same language
  40. 40. Effective conversations
  41. 41. Different types of communications
  42. 42. Frontline staff
  43. 43. A corporate approach
  44. 44. More for less
  45. 45. Working together</li></li></ul><li>Changing the way you do things<br />
  46. 46. values first <br />

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