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////// WELCOME
Pam Lloyd 
Chair CIPR SW
#CIPRSWSocial 
Twitter @CIPR_SW 
Facebook CIPR South West 
www.cipr.co.uk
CIPR Membership
CIPR Membership Means: 
• You're part of the UK’s biggest and most respected PR 
network. You have access to 
• Training 
• Networking 
• Industry, regional and sector updates 
• Skills guides and practical advice 
• Accreditation through the CIPR CPD scheme 
Twitter - @cipr-sw Facebook – CIPR South West www.cipr.co.uk
Join today, no joining fee!
CPD Means: 
• Managing your professional development to meet your 
career goals 
• Becoming an Accredited Practitioner within two years 
• Collecting CPD points for each activity up to a total of 60 
per year 
• Today’s event carries 10 CPD points 
Twitter - @cipr-sw Facebook – CIPR South West www.cipr.co.uk
Dates for your Diary
Dates 
• Smartphone Food Photography & Personal Branding. 
Cornwall. 7th November 
• PRide - South of England & Channel Islands. 
Bristol 21st November 
Twitter - @cipr-sw Facebook – CIPR South West www.cipr.co.uk
SOCIAL for PR 
Three Good Things To Know 
©Scott Lloyd Ltd. 2014
©Scott Lloyd Ltd. 2014
©Scott Lloyd Ltd. 2014
©Scott Lloyd Ltd. 2014
////// The Future
Dan Tyte 
Co-chair Cipr Social Media 
Panel
• 16 things you need to 
know about the future 
• of Social Media & PR
•1. 
•The future’s not what 
it used to be*
•2. 
•And by the way, 
social media is dead*
•3. 
•And while we’re on 
the death thing…*
•4. 
•Cheer up! After those 
two funerals, there’s 
now a wedding…
•5. 
• And we’ve got to 
be storytellers…
•6. 
•Finding 
communities will 
be key*
•7. 
•We’ve got to 
learn through 
play*
•8. 
•And it’s time to be 
so much more than 
‘wordsmiths’*
•9. 
•To be the games 
masters*
•10. 
•To become 
ringleaders who bring 
together- - and learn-loads 
of skills*
•11. 
•Wearable tech 
means we can 
know…*
•12. 
•And here’s to 
you…*
•13. 
•‘ello goodbye*
•14. 
•But don’t forget your 
old friends*
•15. 
•First you get the 
data, then you get 
the power*
•16. 
•And when reputations 
can be lost in a tweet
Aisling Cairnie 
Public Health England
Dementia Friends Campaign 
Aisling Cairnie, Senior Campaign Manager
“Friends are always important 
and especially at difficult times. 
Since being diagnosed with 
dementia I have realised what 
a difference good friends and 
family have made to my life. I 
could not do without them.” 
Gina, living with dementia
The Dementia Challenge 
• Dementia is one of our greatest health and wellbeing 
challenges. 
• 675,000 people in England have dementia and ~6m are 
affected by it as partners, family, friends or carers - and these 
numbers are growing 
• One in fourteen people over 65 live with dementia 
• It is the one thing that people over 50 in this country fear more 
than anything else, even more than cancer* 
• It is a progressive disease and there is currently no cure 
“What we have always wanted is an understanding, an 
acceptance and a will within society to confront this disease 
and defeat it… The “out of sight, out of mind” attitude really 
won’t work with dementia.” 
Beth Britton, writer, blogger and dementia campaigner 
* YouGov 2012 poll
Campaign background 
• A volunteering initiative developed by Alzheimer’s Society 
(based on a Japanese model) which trains ‘Dementia 
Champions’ to deliver 45 minute face-to-face awareness 
sessions to create ‘Dementia Friends’ 
• Designed to give people an understanding of dementia and 
the small things they can do that can make a difference to 
people living with dementia - from helping someone find the 
right bus to spreading the word about dementia 
• The Prime Minister and the Secretary of State for Health has 
created a challenge to deliver 1m Dementia Friends by March 
2015
Campaign rationale 
• Two thirds of people with dementia are living in the community 
but many do not feel connected 
• If people with dementia are to continue to live safe, dignified 
and, as far as possible, fulfilling lives more of the people around 
them will need to help 
• However most people don’t know how to help and may actively 
avoid people with dementia 
• By becoming a Dementia Friend people will start to understand 
dementia and find simple ways they can help people with the 
condition
Campaign objectives 
Objectives 
• Make the nation more aware of dementia and improve 
attitudes 
 win hearts and minds 
• Understand how we can all help people with dementia 
 create 1million Dementia Friends
A Movement in Three 
Phases 
41 
FEB-MAR 2014 
‘The need for 
friends for people 
with dementia’’ 
APR-MAY 2014 
‘Things are better 
when you give a 
little help’ 
JUN ‘14 –MAR ’15 
‘You & your friends 
can give that little 
bit of help’ 
1. BUILD-UP 
• Build owned presence 
• Create stories in PR 
• Establishing partnerships 
and building AS activity 
• Use media partnerships 
to create momentum 
2. LAUNCH: CREATE A 
MOMENT IN TIME 
• Create a national 
announcement, leading 
with TV 
• Phase around moments 
of relevance 
• Use support channels that 
work well with core 
creative 
• Use impactful channels 
and formats to drive 
discussion and interest 
• Encourage discussion 
through key environments 
and complementary use of 
channels 
3. LEARN AND REFINE 
• Build frequency and 
remind 
• Hone our targeting to 
‘lookalike’ groups most 
likely to sign up 
• Use the long-tail of 
relevant stories in earned: 
short films, celebrity 
stories etc. with paid 
support 
Comms 
desired 
take out 
PR Task 
Keep dementia top of 
mind, and seed desire 
and need for a 
Movement 
Create an 
appointment to view, 
and drive repeat 
views to film, create 
excitement 
Create & promote 
content that gives 
media a reason to 
reengage and re-excite
Bringing the campaign to life
TV advert
Celebrity support
Media coverage
Celebrities
Public sector partners 
Presentation title - edit in Header and Footer
Commercial partners
General public 
Presentation title - edit in Header and Footer
Media Partnerships
Campaign results 
Dementia Friends is one of the biggest ever DH/PHE 
campaigns in terms of PR value 
•1131+ pieces of coverage with a total value of £13.4m to date 
•199,362,634 OTS 
•480k+ views of 140” TV ad online 
•89m impressions of #dementiafriends 
•Analysis of top shared links showed sentiment was 100% 
positive 
•400k unique visits to the campaign website 
•410k Dementia Friends recruited to date
Social media results
In the comm 
Customer facing staff – shopping part of dem friemd l 
23red – cold calling call centres virtual 
55 Presentation title - edit in Header and Footer
Partnership activity 
• Reached out to organisations from private, third and public 
sectors 
• Private sector partners who have delivered Dementia 
Friends include: Marks & Spencer, Lloyds Pharmacy, Lloyds 
Bank, Argos, Homebase, BT and Bourne Leisure (Butlins, 
Haven and Warner Leisure Hotels) 
• In negotiation with new commercial partners 
• Working with HEE to accredit NHS staff who’ve completed 
Tier 1 training as Dementia Friends 
• Central Govt depts are making pledges 
• Support from the LGA and lots of activity at local level 
• Working with NHS Blood and Transport and other Govt 
owned social media channels to broadcast key messages
Commercial partners
Public sector partners 
Presentation title - edit in Header and Footer
Tracking research shows campaign 
has landed well with the public 
• Awareness of Dementia Friends has trebled 
• There is a big claimed appetite to know more about 
dementia/how to help. 39% of people who saw the ads were 
interested in becoming a Dementia Friend 
• Awareness of the campaign is particularly high among 
women, 35-64s, C2DE and those who have contact with 
someone with dementia/aged 65+ 
• People with no current links to dementia have been engaged 
too and are keen to learn more about Dementia Friends 
• 2/3 of those who saw the advertising claimed they would now 
help a stranger with dementia
Where next? 
Campaign objectives and targets remain the same: 
•Win hearts and minds 
•Recruit 1million Dementia Friends 
•Tracking research shows the campaign is delivering our ‘hearts and 
minds’ objective, with the need to support people with dementia 
clearly resonating 
•We will maintain launch momentum through to March 2015 
•Second burst of activity to launch in December 
60
Become a Dementia Friend
More information 
Contact the PHE Partnerships team: 
partnerships@phe.gov.uk 
Thank you 
#dementiafriends
Richard Eccleston 
West Midlands Police
West Midlands Police 
Social Media 
socialmedia@west-midlands.police.uk
West Midlands Police
West Midlands 
• 2.6 million people 
• Three major cities 
• Diverse population
115,000 followers - @wmpolice 
70,000 likes - WMP Facebook 
250+ Twitter accounts across the force 
450,000 followers and rising!
Youtube – Over 6 million video views 
Flickr – 9 million photo views 
Instagram – 1,500 followers 
Vine – 1,800 followers 
Snapchat – 2,000+ followers
Leap of Faith
Local Newspaper Circulation
WMP Social Media Growth
West Midlands Police
Snapchat 
• Young Audience 
• Missing People 
• Youth Activities 
• Drug Raids 
• Puppies!
Flickr 
• CCTV Appeals 
• Wanted Individuals 
• Days of Action
Visual Content
Visual Content
Why?
- To identify crime suspects
- To identify crime suspects
- To share important advice
- To find missing people
The future is bright
////// Ideas in Minutes
Sarah Pinch FCIPR 
CIPR president elect 2014
cipr.co.uk 
@cipr_uk
It’s all about our core purpose 
cipr.co.uk 
@cipr_uk
• 11 years at the BBC & 13 in corporate comms 
• Tricky sectors: 
• International development 
• Public transport 
• NHS 
• Private, Not for Profit and Public Sector 
• Experience of placing communications as important 
as finance/HR 
• Professional standards & compliance 
• New teams in every role since 2000 
• 2013 founded Pinch Point Communications 
• 2014: appointed to HSE board 
• President of CIPR for 2015 
cipr.co.uk 
@cipr_uk
Elected to deliver on four key promises: 
cipr.co.uk 
@cipr_uk
• Demonstrating Value 
Ensuring we give every member the tools to be able to 
demonstrate their value: is it money or is it value in reputation? 
Quantify how membership can help to win new clients, secure 
promotion and win respect around the board table. 
• Telling our story 
Central core purpose, remaining true to members & 
delivering quality; Looking forward and outwards, reaching 
different audiences to explain what public relations is, and 
how we do it. Professionalism and our status with other 
professions. 
• Marking ten years as the CIPR and looking forward to 2018 
cipr.co.uk 
@cipr_uk
Real tangible changes 
• Gender pay gap 
• Flexible working guidance 
• Ethics module: compulsory 
• Best practice guidance 
• Professionalism 
• …..and the C word 
@ms_organised 
sarah@pinchpointcommunications.co.uk 
cipr.co.uk 
@cipr_uk
Our Panel 
• Betony Kelly – Acting Head of Digital, BIS 
• @betonykelly 
• Jess Ratty - Crowdfunder UK 
• @_jessification_ 
• Dan Tyte – Director, Working Word 
• @dantyte 
• Simon Jones - Digital Visitor 
• @digitalvisitor 
cipr.co.uk 
@cipr_uk
Your ideas 
• Four groups 
• four break out areas 
• four facilitators 
• until 1245 
cipr.co.uk 
@cipr_uk
////// Global brands
Carla Buzasi
////// Behaviour Change
Tom Bowden-Green 
UWE
Sean Larkins 
Cabinet Office
Heading EAST 
Government communications and behaviour 
change 
September 2014 
Sean Larkins 
Deputy Director, Government Communications 
sean.larkins@cabinet-office.gsi.gov.uk 
+(44) 20 7276 0942 
@SeanLarkins1
Role of government communications 
Legislation Taxation 
Regulation Communication
Stop 
Continue 
Start
What are behavioural insights? 
Psychology 
Behavioural 
insights 
Public 
policy Ethnography 
Economics
Each project needs four components 
Problem 
definition Context 
Solution Evaluation
EAST 
Easy 
Attractive Timely 
Social
Easy 
If you want 
someone to do 
something, make it 
easy 
• Harness the power of defaults 
• Reduce the ‘hassle’ of taking up services 
• Simplify messages
Easy 400,000 more people 
now have a pension
Attractive 
Ensure that 
desired behaviours 
are rewarded 
• Attract attention 
• Design sanctions and rewards for maximum effect
Attractive Rates for non-payment rose 
from 40% to 48%
Social 
We’re social 
animals and 
heavily influenced 
by what others do 
• Show that most people perform the desired behaviour 
• Use the power of networks 
• Encourage people to make a commitment to others
Social Payment of £200 million 
of tax brought forward 
12 months
Timely 
Timing impacts on 
how we act in any 
given situation 
• Prompt people when they are most likely to be receptive 
• Consider the immediate costs and benefits 
• Help people plan their response to events
Timely Accidental deaths from fire 
in the home fell by 12%
100,000 extra 
organ donors 
each year
234,132 quitters 
saved the NHS 
over £18.8 million 
in the first year 
alone
Beyond EAST 
Attitudes
Beyond EAST 
Habit and routine
Beyond EAST 
Heuristics
Beyond EAST 
Biases
Beyond EAST 
Social norms
@UKgovcomms Storify.com/UKgovcomms gcn.civilservice.gov.uk 
Presentation title - edit in Header and Footer
Any questions? 
Sean Larkins 
Deputy Director, Government Communications 
sean.larkins@cabinet-office.gsi.gov.uk 
+(44) 20 7276 0942 
@SeanLarkins1
////// Case Studies
Jo Coverley 
First Group
Social Media @ FGW 
Helping our customers through the 
storm. 
Jo Coverley 
Digital Community Manager 
September 2014
Background 
•Set up in May 2011 
•120k followers 
•20k + tweets per month 
•65% response rate 
•10 minute response time 
•24/7
Crisis!
The impact on our social channels 
•38k tweets in 3 weeks. Well over double the 
average. 
•We responded to over 20k of those in 19 mins. 
•677 proactive updates sent + replies. 
•16% follower growth - 5 times average growth.
Our Initial Response 
•Crisis response plan activated 
•Emergency cover arranged 
•Increase resource/prioritise social media. 
•Emergency roster activated for following week 
Time for a strategy!
Our Strategy 
•Be there for our customers. 
•Treat them as individuals. 
•Respond to every question.
How we did it. 
1.With the right information 
2.With the right resource 
3.With the right cover 
4.With the right message
What we learned 
•It is not always appropriate to follow someone 
else’s example. 
•Our crisis response plan worked well. 
•Customers appreciate one clear message, in 
one place. 
•We need a significant standby cover in order 
to deal with future disruption at this scale.
Putting it into practise 
•Ongoing 24/7 cover on Twitter 
•Increase team size 
•New, more robust crisis response plan 
•New training programme for social media 
team.
What our customers said. 
During the disruption, we received 1441 messages of praise for the 
social media team. Here are just a few of them.
Jess Ratty 
Crowdfunder UK
Bringing brands and projects together to support grass-roots social 
engagement
There's a quiet revolution 
going on: across the UK 
communities are getting 
together to back great ideas 
and turn them into reality. 
That's why I'm really excited 
about Crowdfunder - and its 
potential to inspire and touch 
the lives Hugh Fe aorf nmleilyli-ons of people 
Whittingstall, 
Broadcaster and 
shareholder 
Intro
About Crowdfunder 
Crowdfunder is the UK’s No 1 
rewards-based crowdfunding platform. 
We turn great ideas into reality 
by connecting communities and networks. 
We crowdfund more projects than 
the rest of the UK platforms combined. 
Intro 
We enable businesses, 
charities and community 
projects to: 
Pitch their ideas 
Raise funds from the crowd 
Validate their 
iUdneloacs k match-funding 
Amplify social media 
reach, engage with 
wider audiences, build 
new customers
How 
crowdfunding 
Manchester Vegw Peopole, ar ukniquse local food 
growing cooperative in Manchester needed a 
van to deliver more great local vegetables. 
They asked the community to pledge money in 
return for vegetables, experiences and their 
chance to have their name on the Manchester 
veg van. 
In running their campaign, they managed to: 
Raise £16,575 from 323 members of the local 
community 
Reached 10,000+ new potential customers 
Attract new business customers who also 
became pledgers 
Unlocked £20K+ of match funding from DEFRA 
Gather 100’s of local supporters who become 
advocates of the co-op 
The market
Funding & Commercial 
Partners 
Partners 
We are working with a number 
of parties to help them 
distribute funds to projects that 
need it most. 
Using the crowd to propose 
and validate great British ideas. 
Projects Funding 
body 
Using the crowd 
to validate and 
then distribute 
funds 
Commercial 
partner 
Providing Match 
funding as part 
of a sponsorship 
package 
The crowd 
Funds and 
validates the 
project to unlock 
other funding 
sources
The future of crowdfunding and 
social media 
How brands are using crowdfunding to engage with new audiences as part of their PR 
campaigns:
Focus point: Autotrader
Focus point:
Average Crowdfunder Project
What’s the breakdown?
Contact 
jess.ratty@crowdfun 
der.co.uk 
07789102402 
@crowdfunderuk 
@_Jessification_
Betony Kelly 
BIS
“Hello people of the 
internet. This is the 
government 
speaking” 
Betony Kelly 
Acting Head of Digital Communications 
@betonykelly
Challenging the idea of media 
engagement and influencers
Keeping abreast of developing 
stories
“But I know this area well - I’ve 
worked in it for years” 
Business is GREAT campaign 
(started November 2013): 
The GREAT Britain campaign is a partnership 
between private enterprise and Government to 
highlight support for businesses aspiring to 
succeed and to encourage entrepreneurial 
spirit. 
●Analysed the most popular business content 
on the gov.uk site 
●Conducted focus groups with businesses at 
various life stages 
●Hired an experienced editor of a business 
website and gave him editorial control over the 
content 
●Experimenting with different content and 
distribution methods
“But our Dept isn’t leading?”
“But we’ve written a press release?” 
Draft Consumer Bill of Rights (June 2013): 
●Measures to enhance consumer rights and 
make them easier to understand 
●streamline overlapping and complicated areas 
from eight pieces of legislation into one 
consumer Bill 
●get some money back after one failed repair of 
faulty goods (or one faulty replacement) incl. 
digital services 
●demand that substandard services are redone 
or failing that get a price reduction 
A new, integrated approach: 
●Included online media & bloggers to media 
briefing and private event 
●Identified where the messages weren’t landing
“But we’ve spoken to the industry 
bodies?”
“But it’s embargoed until Boxing 
Day?” 
● Reached more than 6.4 million people 
with space weather information just 
through Twitter. This was worldwide, 
including Australia, the US, Canada, Hong 
Kong, India and Pakistan 
● Respected scientists and influential 
commentators shared and created 
content - Dr Lucie Green, Roger Highfield, 
Jo Brodie, John Burn-Murdoch and Alice 
Bell 
● Solar flare video, 15 original blog posts, 
BBC blog content used at least 23 times 
● When the BBC’s popular stargazing 
project began on Jan 7 the team 
contacted them and the BBC account 
shared the BIS messages again
Thank you 
Betony Kelly 
Acting Head of Digital Communications 
@betonykelly

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CIPR South West Conference 2014 Speaker Presentation Slides

  • 1.
  • 3. Pam Lloyd Chair CIPR SW
  • 4. #CIPRSWSocial Twitter @CIPR_SW Facebook CIPR South West www.cipr.co.uk
  • 6. CIPR Membership Means: • You're part of the UK’s biggest and most respected PR network. You have access to • Training • Networking • Industry, regional and sector updates • Skills guides and practical advice • Accreditation through the CIPR CPD scheme Twitter - @cipr-sw Facebook – CIPR South West www.cipr.co.uk
  • 7. Join today, no joining fee!
  • 8. CPD Means: • Managing your professional development to meet your career goals • Becoming an Accredited Practitioner within two years • Collecting CPD points for each activity up to a total of 60 per year • Today’s event carries 10 CPD points Twitter - @cipr-sw Facebook – CIPR South West www.cipr.co.uk
  • 10. Dates • Smartphone Food Photography & Personal Branding. Cornwall. 7th November • PRide - South of England & Channel Islands. Bristol 21st November Twitter - @cipr-sw Facebook – CIPR South West www.cipr.co.uk
  • 11. SOCIAL for PR Three Good Things To Know ©Scott Lloyd Ltd. 2014
  • 16. Dan Tyte Co-chair Cipr Social Media Panel
  • 17. • 16 things you need to know about the future • of Social Media & PR
  • 18. •1. •The future’s not what it used to be*
  • 19. •2. •And by the way, social media is dead*
  • 20. •3. •And while we’re on the death thing…*
  • 21. •4. •Cheer up! After those two funerals, there’s now a wedding…
  • 22. •5. • And we’ve got to be storytellers…
  • 24. •7. •We’ve got to learn through play*
  • 25. •8. •And it’s time to be so much more than ‘wordsmiths’*
  • 26. •9. •To be the games masters*
  • 27. •10. •To become ringleaders who bring together- - and learn-loads of skills*
  • 28. •11. •Wearable tech means we can know…*
  • 31. •14. •But don’t forget your old friends*
  • 32. •15. •First you get the data, then you get the power*
  • 33. •16. •And when reputations can be lost in a tweet
  • 34. Aisling Cairnie Public Health England
  • 35. Dementia Friends Campaign Aisling Cairnie, Senior Campaign Manager
  • 36. “Friends are always important and especially at difficult times. Since being diagnosed with dementia I have realised what a difference good friends and family have made to my life. I could not do without them.” Gina, living with dementia
  • 37. The Dementia Challenge • Dementia is one of our greatest health and wellbeing challenges. • 675,000 people in England have dementia and ~6m are affected by it as partners, family, friends or carers - and these numbers are growing • One in fourteen people over 65 live with dementia • It is the one thing that people over 50 in this country fear more than anything else, even more than cancer* • It is a progressive disease and there is currently no cure “What we have always wanted is an understanding, an acceptance and a will within society to confront this disease and defeat it… The “out of sight, out of mind” attitude really won’t work with dementia.” Beth Britton, writer, blogger and dementia campaigner * YouGov 2012 poll
  • 38. Campaign background • A volunteering initiative developed by Alzheimer’s Society (based on a Japanese model) which trains ‘Dementia Champions’ to deliver 45 minute face-to-face awareness sessions to create ‘Dementia Friends’ • Designed to give people an understanding of dementia and the small things they can do that can make a difference to people living with dementia - from helping someone find the right bus to spreading the word about dementia • The Prime Minister and the Secretary of State for Health has created a challenge to deliver 1m Dementia Friends by March 2015
  • 39. Campaign rationale • Two thirds of people with dementia are living in the community but many do not feel connected • If people with dementia are to continue to live safe, dignified and, as far as possible, fulfilling lives more of the people around them will need to help • However most people don’t know how to help and may actively avoid people with dementia • By becoming a Dementia Friend people will start to understand dementia and find simple ways they can help people with the condition
  • 40. Campaign objectives Objectives • Make the nation more aware of dementia and improve attitudes  win hearts and minds • Understand how we can all help people with dementia  create 1million Dementia Friends
  • 41. A Movement in Three Phases 41 FEB-MAR 2014 ‘The need for friends for people with dementia’’ APR-MAY 2014 ‘Things are better when you give a little help’ JUN ‘14 –MAR ’15 ‘You & your friends can give that little bit of help’ 1. BUILD-UP • Build owned presence • Create stories in PR • Establishing partnerships and building AS activity • Use media partnerships to create momentum 2. LAUNCH: CREATE A MOMENT IN TIME • Create a national announcement, leading with TV • Phase around moments of relevance • Use support channels that work well with core creative • Use impactful channels and formats to drive discussion and interest • Encourage discussion through key environments and complementary use of channels 3. LEARN AND REFINE • Build frequency and remind • Hone our targeting to ‘lookalike’ groups most likely to sign up • Use the long-tail of relevant stories in earned: short films, celebrity stories etc. with paid support Comms desired take out PR Task Keep dementia top of mind, and seed desire and need for a Movement Create an appointment to view, and drive repeat views to film, create excitement Create & promote content that gives media a reason to reengage and re-excite
  • 43.
  • 48.
  • 49. Public sector partners Presentation title - edit in Header and Footer
  • 51. General public Presentation title - edit in Header and Footer
  • 53. Campaign results Dementia Friends is one of the biggest ever DH/PHE campaigns in terms of PR value •1131+ pieces of coverage with a total value of £13.4m to date •199,362,634 OTS •480k+ views of 140” TV ad online •89m impressions of #dementiafriends •Analysis of top shared links showed sentiment was 100% positive •400k unique visits to the campaign website •410k Dementia Friends recruited to date
  • 55. In the comm Customer facing staff – shopping part of dem friemd l 23red – cold calling call centres virtual 55 Presentation title - edit in Header and Footer
  • 56. Partnership activity • Reached out to organisations from private, third and public sectors • Private sector partners who have delivered Dementia Friends include: Marks & Spencer, Lloyds Pharmacy, Lloyds Bank, Argos, Homebase, BT and Bourne Leisure (Butlins, Haven and Warner Leisure Hotels) • In negotiation with new commercial partners • Working with HEE to accredit NHS staff who’ve completed Tier 1 training as Dementia Friends • Central Govt depts are making pledges • Support from the LGA and lots of activity at local level • Working with NHS Blood and Transport and other Govt owned social media channels to broadcast key messages
  • 58. Public sector partners Presentation title - edit in Header and Footer
  • 59. Tracking research shows campaign has landed well with the public • Awareness of Dementia Friends has trebled • There is a big claimed appetite to know more about dementia/how to help. 39% of people who saw the ads were interested in becoming a Dementia Friend • Awareness of the campaign is particularly high among women, 35-64s, C2DE and those who have contact with someone with dementia/aged 65+ • People with no current links to dementia have been engaged too and are keen to learn more about Dementia Friends • 2/3 of those who saw the advertising claimed they would now help a stranger with dementia
  • 60. Where next? Campaign objectives and targets remain the same: •Win hearts and minds •Recruit 1million Dementia Friends •Tracking research shows the campaign is delivering our ‘hearts and minds’ objective, with the need to support people with dementia clearly resonating •We will maintain launch momentum through to March 2015 •Second burst of activity to launch in December 60
  • 62. More information Contact the PHE Partnerships team: partnerships@phe.gov.uk Thank you #dementiafriends
  • 63. Richard Eccleston West Midlands Police
  • 64. West Midlands Police Social Media socialmedia@west-midlands.police.uk
  • 66. West Midlands • 2.6 million people • Three major cities • Diverse population
  • 67. 115,000 followers - @wmpolice 70,000 likes - WMP Facebook 250+ Twitter accounts across the force 450,000 followers and rising!
  • 68. Youtube – Over 6 million video views Flickr – 9 million photo views Instagram – 1,500 followers Vine – 1,800 followers Snapchat – 2,000+ followers
  • 70.
  • 71.
  • 72.
  • 75.
  • 77. Snapchat • Young Audience • Missing People • Youth Activities • Drug Raids • Puppies!
  • 78. Flickr • CCTV Appeals • Wanted Individuals • Days of Action
  • 81. Why?
  • 82. - To identify crime suspects
  • 83. - To identify crime suspects
  • 84. - To share important advice
  • 85. - To find missing people
  • 86. The future is bright
  • 87.
  • 88. ////// Ideas in Minutes
  • 89. Sarah Pinch FCIPR CIPR president elect 2014
  • 91. It’s all about our core purpose cipr.co.uk @cipr_uk
  • 92. • 11 years at the BBC & 13 in corporate comms • Tricky sectors: • International development • Public transport • NHS • Private, Not for Profit and Public Sector • Experience of placing communications as important as finance/HR • Professional standards & compliance • New teams in every role since 2000 • 2013 founded Pinch Point Communications • 2014: appointed to HSE board • President of CIPR for 2015 cipr.co.uk @cipr_uk
  • 93. Elected to deliver on four key promises: cipr.co.uk @cipr_uk
  • 94. • Demonstrating Value Ensuring we give every member the tools to be able to demonstrate their value: is it money or is it value in reputation? Quantify how membership can help to win new clients, secure promotion and win respect around the board table. • Telling our story Central core purpose, remaining true to members & delivering quality; Looking forward and outwards, reaching different audiences to explain what public relations is, and how we do it. Professionalism and our status with other professions. • Marking ten years as the CIPR and looking forward to 2018 cipr.co.uk @cipr_uk
  • 95. Real tangible changes • Gender pay gap • Flexible working guidance • Ethics module: compulsory • Best practice guidance • Professionalism • …..and the C word @ms_organised sarah@pinchpointcommunications.co.uk cipr.co.uk @cipr_uk
  • 96. Our Panel • Betony Kelly – Acting Head of Digital, BIS • @betonykelly • Jess Ratty - Crowdfunder UK • @_jessification_ • Dan Tyte – Director, Working Word • @dantyte • Simon Jones - Digital Visitor • @digitalvisitor cipr.co.uk @cipr_uk
  • 97. Your ideas • Four groups • four break out areas • four facilitators • until 1245 cipr.co.uk @cipr_uk
  • 103. Heading EAST Government communications and behaviour change September 2014 Sean Larkins Deputy Director, Government Communications sean.larkins@cabinet-office.gsi.gov.uk +(44) 20 7276 0942 @SeanLarkins1
  • 104. Role of government communications Legislation Taxation Regulation Communication
  • 105.
  • 107. What are behavioural insights? Psychology Behavioural insights Public policy Ethnography Economics
  • 108. Each project needs four components Problem definition Context Solution Evaluation
  • 109. EAST Easy Attractive Timely Social
  • 110. Easy If you want someone to do something, make it easy • Harness the power of defaults • Reduce the ‘hassle’ of taking up services • Simplify messages
  • 111. Easy 400,000 more people now have a pension
  • 112. Attractive Ensure that desired behaviours are rewarded • Attract attention • Design sanctions and rewards for maximum effect
  • 113. Attractive Rates for non-payment rose from 40% to 48%
  • 114. Social We’re social animals and heavily influenced by what others do • Show that most people perform the desired behaviour • Use the power of networks • Encourage people to make a commitment to others
  • 115. Social Payment of £200 million of tax brought forward 12 months
  • 116. Timely Timing impacts on how we act in any given situation • Prompt people when they are most likely to be receptive • Consider the immediate costs and benefits • Help people plan their response to events
  • 117. Timely Accidental deaths from fire in the home fell by 12%
  • 118. 100,000 extra organ donors each year
  • 119. 234,132 quitters saved the NHS over £18.8 million in the first year alone
  • 121. Beyond EAST Habit and routine
  • 125. @UKgovcomms Storify.com/UKgovcomms gcn.civilservice.gov.uk Presentation title - edit in Header and Footer
  • 126.
  • 127. Any questions? Sean Larkins Deputy Director, Government Communications sean.larkins@cabinet-office.gsi.gov.uk +(44) 20 7276 0942 @SeanLarkins1
  • 130. Social Media @ FGW Helping our customers through the storm. Jo Coverley Digital Community Manager September 2014
  • 131. Background •Set up in May 2011 •120k followers •20k + tweets per month •65% response rate •10 minute response time •24/7
  • 133. The impact on our social channels •38k tweets in 3 weeks. Well over double the average. •We responded to over 20k of those in 19 mins. •677 proactive updates sent + replies. •16% follower growth - 5 times average growth.
  • 134. Our Initial Response •Crisis response plan activated •Emergency cover arranged •Increase resource/prioritise social media. •Emergency roster activated for following week Time for a strategy!
  • 135. Our Strategy •Be there for our customers. •Treat them as individuals. •Respond to every question.
  • 136. How we did it. 1.With the right information 2.With the right resource 3.With the right cover 4.With the right message
  • 137. What we learned •It is not always appropriate to follow someone else’s example. •Our crisis response plan worked well. •Customers appreciate one clear message, in one place. •We need a significant standby cover in order to deal with future disruption at this scale.
  • 138. Putting it into practise •Ongoing 24/7 cover on Twitter •Increase team size •New, more robust crisis response plan •New training programme for social media team.
  • 139. What our customers said. During the disruption, we received 1441 messages of praise for the social media team. Here are just a few of them.
  • 141. Bringing brands and projects together to support grass-roots social engagement
  • 142. There's a quiet revolution going on: across the UK communities are getting together to back great ideas and turn them into reality. That's why I'm really excited about Crowdfunder - and its potential to inspire and touch the lives Hugh Fe aorf nmleilyli-ons of people Whittingstall, Broadcaster and shareholder Intro
  • 143. About Crowdfunder Crowdfunder is the UK’s No 1 rewards-based crowdfunding platform. We turn great ideas into reality by connecting communities and networks. We crowdfund more projects than the rest of the UK platforms combined. Intro We enable businesses, charities and community projects to: Pitch their ideas Raise funds from the crowd Validate their iUdneloacs k match-funding Amplify social media reach, engage with wider audiences, build new customers
  • 144. How crowdfunding Manchester Vegw Peopole, ar ukniquse local food growing cooperative in Manchester needed a van to deliver more great local vegetables. They asked the community to pledge money in return for vegetables, experiences and their chance to have their name on the Manchester veg van. In running their campaign, they managed to: Raise £16,575 from 323 members of the local community Reached 10,000+ new potential customers Attract new business customers who also became pledgers Unlocked £20K+ of match funding from DEFRA Gather 100’s of local supporters who become advocates of the co-op The market
  • 145. Funding & Commercial Partners Partners We are working with a number of parties to help them distribute funds to projects that need it most. Using the crowd to propose and validate great British ideas. Projects Funding body Using the crowd to validate and then distribute funds Commercial partner Providing Match funding as part of a sponsorship package The crowd Funds and validates the project to unlock other funding sources
  • 146. The future of crowdfunding and social media How brands are using crowdfunding to engage with new audiences as part of their PR campaigns:
  • 151. Contact jess.ratty@crowdfun der.co.uk 07789102402 @crowdfunderuk @_Jessification_
  • 153. “Hello people of the internet. This is the government speaking” Betony Kelly Acting Head of Digital Communications @betonykelly
  • 154. Challenging the idea of media engagement and influencers
  • 155. Keeping abreast of developing stories
  • 156. “But I know this area well - I’ve worked in it for years” Business is GREAT campaign (started November 2013): The GREAT Britain campaign is a partnership between private enterprise and Government to highlight support for businesses aspiring to succeed and to encourage entrepreneurial spirit. ●Analysed the most popular business content on the gov.uk site ●Conducted focus groups with businesses at various life stages ●Hired an experienced editor of a business website and gave him editorial control over the content ●Experimenting with different content and distribution methods
  • 157. “But our Dept isn’t leading?”
  • 158. “But we’ve written a press release?” Draft Consumer Bill of Rights (June 2013): ●Measures to enhance consumer rights and make them easier to understand ●streamline overlapping and complicated areas from eight pieces of legislation into one consumer Bill ●get some money back after one failed repair of faulty goods (or one faulty replacement) incl. digital services ●demand that substandard services are redone or failing that get a price reduction A new, integrated approach: ●Included online media & bloggers to media briefing and private event ●Identified where the messages weren’t landing
  • 159. “But we’ve spoken to the industry bodies?”
  • 160. “But it’s embargoed until Boxing Day?” ● Reached more than 6.4 million people with space weather information just through Twitter. This was worldwide, including Australia, the US, Canada, Hong Kong, India and Pakistan ● Respected scientists and influential commentators shared and created content - Dr Lucie Green, Roger Highfield, Jo Brodie, John Burn-Murdoch and Alice Bell ● Solar flare video, 15 original blog posts, BBC blog content used at least 23 times ● When the BBC’s popular stargazing project began on Jan 7 the team contacted them and the BBC account shared the BIS messages again
  • 161. Thank you Betony Kelly Acting Head of Digital Communications @betonykelly

Editor's Notes

  1. CIPR membership means being part of the UK's biggest and most respected PR network Register today and we will waive the joining fee Keep ahead of the game in your career with Training Networking Industry, regional and sector updates Skills guides and practical advice Accreditation through the CIPR CPD scheme
  2. Determine your key messages Own your messages Be consistent Be broad enough to appeal – health not diet Be realistic Based on how it is sold Watercress is part of a solution not the answer to every question
  3. Determine your key messages Own your messages Be consistent Be broad enough to appeal – health not diet Be realistic Based on how it is sold Watercress is part of a solution not the answer to every question
  4. We know that relationships are hard. But when they work out it’s really rewarding.
  5. 10 minutes a day
  6. SWEP- up 61.5% to 828,486 unique users per month. Wales Online, up 58% 2,122,895.
  7. Campaign pencilled in for w/c 1 Dec with other possible opportunities: Giving Tuesday 2 December - simple idea behind #GivingTuesday is to encourage people, charities and businesses to donate time, money or their voice to help a good cause. Started in the States but taking off globally. New to the UK in 2014 – being launched by the Charities Aid Foundation. Labelled as a global day of giving that follows on from the sales of Black Friday and the online shopping boom on Cyber Monday, #GivingTuesday is an opportunity to come together to show the world why it’s good to give. Can be making a donation, volunteering your time or just spreading the word at the start of the Christmas shopping season, #GivingTuesday is a call to action for everyone who wants to give something back. Big opportunity for social media. Some Dementia charities already partners and AS looking into it
  8. This is the first screen. Please add your presentation title. (You can delete this note when you’re done).
  9. Social media is integrated into every piece of communications that we do. We have around230 Twitter accounts for all sorts of officers and staff across the force, from neighbourhood PCs and PCSOs to CID, traffic, football and the senior command team.   The main force account has been used in a much more dynamic way, engaging with followers, answering questions, promoting successes, providing real-time messages about live incidents and providing crime prevention advice.   In January 2012 @WMPolice had 28,364 followers, which shows the success of the current approach, increasing the followers by nearly 20,000.   The force also has around 130 social media accounts, with more being opened all of the time, as officers continue to embrace the technology and take advantage of the engagement opportunities.
  10. Social media is integrated into every piece of communications that we do. We have around230 Twitter accounts for all sorts of officers and staff across the force, from neighbourhood PCs and PCSOs to CID, traffic, football and the senior command team.   The main force account has been used in a much more dynamic way, engaging with followers, answering questions, promoting successes, providing real-time messages about live incidents and providing crime prevention advice.   In January 2012 @WMPolice had 28,364 followers, which shows the success of the current approach, increasing the followers by nearly 20,000.   The force also has around 130 social media accounts, with more being opened all of the time, as officers continue to embrace the technology and take advantage of the engagement opportunities.
  11. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  12. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  13. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  14. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  15. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  16. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  17. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  18. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  19. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  20. Social media is integrated into every piece of communications that we do. We have around230 Twitter accounts for all sorts of officers and staff across the force, from neighbourhood PCs and PCSOs to CID, traffic, football and the senior command team.   The main force account has been used in a much more dynamic way, engaging with followers, answering questions, promoting successes, providing real-time messages about live incidents and providing crime prevention advice.   In January 2012 @WMPolice had 28,364 followers, which shows the success of the current approach, increasing the followers by nearly 20,000.   The force also has around 130 social media accounts, with more being opened all of the time, as officers continue to embrace the technology and take advantage of the engagement opportunities.
  21. Social media is integrated into every piece of communications that we do. We have around230 Twitter accounts for all sorts of officers and staff across the force, from neighbourhood PCs and PCSOs to CID, traffic, football and the senior command team.   The main force account has been used in a much more dynamic way, engaging with followers, answering questions, promoting successes, providing real-time messages about live incidents and providing crime prevention advice.   In January 2012 @WMPolice had 28,364 followers, which shows the success of the current approach, increasing the followers by nearly 20,000.   The force also has around 130 social media accounts, with more being opened all of the time, as officers continue to embrace the technology and take advantage of the engagement opportunities.
  22. Social media is integrated into every piece of communications that we do. We have around230 Twitter accounts for all sorts of officers and staff across the force, from neighbourhood PCs and PCSOs to CID, traffic, football and the senior command team.   The main force account has been used in a much more dynamic way, engaging with followers, answering questions, promoting successes, providing real-time messages about live incidents and providing crime prevention advice.   In January 2012 @WMPolice had 28,364 followers, which shows the success of the current approach, increasing the followers by nearly 20,000.   The force also has around 130 social media accounts, with more being opened all of the time, as officers continue to embrace the technology and take advantage of the engagement opportunities.
  23. Social media is integrated into every piece of communications that we do. We have around230 Twitter accounts for all sorts of officers and staff across the force, from neighbourhood PCs and PCSOs to CID, traffic, football and the senior command team.   The main force account has been used in a much more dynamic way, engaging with followers, answering questions, promoting successes, providing real-time messages about live incidents and providing crime prevention advice.   In January 2012 @WMPolice had 28,364 followers, which shows the success of the current approach, increasing the followers by nearly 20,000.   The force also has around 130 social media accounts, with more being opened all of the time, as officers continue to embrace the technology and take advantage of the engagement opportunities.
  24. Social media is integrated into every piece of communications that we do. We have around230 Twitter accounts for all sorts of officers and staff across the force, from neighbourhood PCs and PCSOs to CID, traffic, football and the senior command team.   The main force account has been used in a much more dynamic way, engaging with followers, answering questions, promoting successes, providing real-time messages about live incidents and providing crime prevention advice.   In January 2012 @WMPolice had 28,364 followers, which shows the success of the current approach, increasing the followers by nearly 20,000.   The force also has around 130 social media accounts, with more being opened all of the time, as officers continue to embrace the technology and take advantage of the engagement opportunities.
  25. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  26. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  27. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  28. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  29. Most populrar ... £1m seized in raid; drunk foreign truck driver on M6 etc.... GMP - 30,795 West Yorkshire Police - 13,252 Met - 7,041 Avon and Somerset (very focused on SM)
  30. Behavioural theory is a powerful tool for government communicators but you don’t need to be an experienced social scientist to apply it successfully to your work.
  31. Four key functions of government – communications often quicker, cheaper, less controversial and more popular with the public than legislation, taxation and regulation
  32. World’s first mass government marketing campaign 1864. Post Office promoted savings, life insurance and annuities. However, no longer good enough just to ‘raise awareness’ or ‘push’ information out into the public domain. This is difficult, particularly in an age when much of our communication is less one way and more a conversation through social and other forms of media.
  33. This means virtually everything we do has some firm of behavioural impact, whether: Getting people to stop smoking Continue to pay their tax on line Or start eating a healthier diet. All these are massive issues, with no easy options and no convenient endpoint. Which means what we need – in fact demand – from government communicators is changing. We could argue it already has. Skills like media management and marketing are still vital, of course. But we also need people who understand loss aversion; attitudes to short-term reward and long-term gain; pre-contemplation, Maslow’s hierarchy of needs; salience; chunking, cognitive dissonance; herd mentality and dozens of other issues. In short we need communicators who are also behavioural economists.
  34. This stuff can sound scary. Behavioural insights can be identified through: Psychology – understanding human behaviour and why we do – or don’t do – certain things. We all know smoking is bad. It’s dirty. It’s expensive. And it can lead to cancer and other health issues. And yet in Great Britain 22% of adult men and 19% of adult women are smokers . Psychology helps us identify what causes this, what motivates people to start – and to stop. Ethnography – This is great for anyone who is nosy. As I am sure you know, ethnography is the study of customs and habits. In the UK, for example, we’ve used ethnography to look at simplifying processes such as applying for jobs and paying taxes, to see if simplification will change habits and behaviours. Then there’s economics – for example, looking at the emotional factors of economic decisions. One example: vin general people are loss averse – they hate losing money more than they like saving money. Knowing this helps us frame an argument. Saying that you will lose money if you do not insulate your home is likely to be more successful than saying you will save money if you do. Put simply, we put more effort into avoiding loss than ensuring gain. And finally, there’s public policy – how government tries to address an issue through laws, regulations and actions. For example, is it better to introduce a tax – say on sugary drinks – rather than encourage people through education to cut down the number of cans of Coke they drink each day? Mass communications and technological changes have caused public policy to become more complex and interconnected.
  35. In order to use behaviour insights effectively, each project or issue should have: A clearly defined problem. We might want to stop people drinking sugary drinks – but why? The context – in this example, increasing rates of obesity and costs to health services; A potential solution – our old friends legislation, regulation, taxation and communication; And a way of measuring success. Focusing not on outputs but on outcomes – and increasingly long-term outcomes.
  36. There are lots of models. We used to use a complicated model called MINDSPACE. But now we tend to focus on a simpler model called EAST: in order to change behaviour, our interventions should be: Easy; Attractive Timely; And Social. So what do we mean by this?
  37. If someone wants to do something, start by making it easy for them. People are basically a little bit lazy, so harness the power of defaults: making an option the default means that it is more likely to be accepted. People are put off by things that are difficult to do – keeping it simple can increase response rates. Making the message simple can raise participation rates by up to 10% so if it is a complex goal, break it down into more manageable chunks or simpler, easier actions.
  38. For example, in the UK we’ve introduced auto enrolment into pensions. You are automatically in a pension scheme unless you actively opt out. This simple change has increased participation rates by nearly 20%. More than 400,000 people now have a pension as a result of this simple change.
  39. We also need to make something attractive – either by drawing attention to it or introducing rewards and incentives. Financial incentives work well, but cheaper alternatives like lotteries are also successful.
  40. Here’s a great example. People who do not pay their road tax initially receive a letter telling them to pay. When these letters include a picture of the untaxed car, payment rates rose from 40% to 48%. The letters draw attention to the car and people realise what they stand to lose if their car is impounded.
  41. We are all social animals. We like to follow the herd. Next time you stand at a traffic light, watch and see what happens: once one person has walked across the road, others will follow, even if the traffic is still coming. Peer-to-peer networks are incredibly powerful. Encouraging people to make a commitment – whether to apply for five jobs in the next five days – or to attend their hospital appointment – is often successful. We don’t like letting people down.
  42. But being compared to our friends and neighbours can be even more powerful. We now tell people who owe tax how many of their neighbours paid their tax on time. By adding this simple message into communications, trials brought forward more than £200 million of tax in less than a year.
  43. Timing is everything. You are unlikely to see an advert for smoking cessation on a Friday because many people are about to go out, have fun and possibly smoke. But run those adverts on a Saturday or Sunday morning – perhaps when people are hung over – and the ads have greater impact. So prompt people when they are most likely to be receptive. We’re more motivated by costs and benefits that happen now rather than in the future. Remove the barriers to make doing something quick and easy.
  44. Here’s a great example. People change their clocks twice a year – when the clocks go forward in the spring or backwards in the autumn. By encouraging people to test their smoke alarm at the same time – has led to a significant fall in the number of people dying in a fire in their own home. A very simple message – tick, tock, test, backed up by statistics, made an automatic connection between the two – in effect, creating a new, positive, behaviour.
  45. Understanding the behaviour triggers – and testing and piloting and learning from the results can lead to some amazing results. For example, when people renewed a tax disk on line they were greeted with one of eight different messages asking them to join the NHS organ donor register. One said simply ‘please join’. Another said ‘every day thousands of people who see this page decide to register’. Another – the most successful message – said @if you needed an organ donation, would you have one? If so, please help others’. Really cheap, really simple, really powerful. As a result of this work, we’re now getting 100,000 extra people signing up to the organ donor register each year.
  46. One final example. Smokers are five times more likely to successfully stop smoking if they make it to 28 days. Stoptober used the ideas of chunking and social norming to boost smokers’ chances of success. It showed them the health and financial benefits of quitting and reinforced gains such as food tasting better and increased energy levels. Evaluation showed that the campaign generated 234,132 quitters. Assuming normal relapse rates, Stoptober will save the NHS £18,830,580 in the first year alone and more than £41.5 million over three years. This is brilliant, exciting, clever, effective – and often cheap – stuff. And we’re still learning. Moving beyond the EAST model, we’re also looking at other social psychological models of behaviour and influences such as:
  47. Or mental shortcuts that we use hundreds of times each day
  48. I don’t have time to go through these in detail but more advice is available…
  49. Online, on storify, on Twitter. We’ve published guides that you can download from our website. Let’s be clear, using behavioural insights is and will continue to be central to government communications. It means we all need to develop new skills and new ways of thinking and challenging. We need to be comfortable analysing data; assessing attitudes and behaviours; developing creative interventions; piloting and testing; and working hand in hand with our policy colleagues. One final suggestion from me:
  50. Think big. Stop thinking in terms of channels, think in terms of behaviours. Start small – pilot, evaluate, revise and repeat. And move fast. If something’s not working, stop it. This places us at the forefront of public policy. It gives us the power to help save, change and improve lives. And it enables us to do it in ways that save taxpayers money. Thank you.
  51. We set our social media channels up in 2011 and our followers have grown steadily to 120k which is where we are now. We get around 20k tweets every 4 weeks and we respond to around 65% of them – the rest are chat messages. Our aim is to reply to tweets within 10 minutes but mostly we respond within a couple of minutes depending on how busy we are. We reply to customers on Twitter 24 hours a day, 7 days a week.
  52. In February 2014 our service was affected by some of the worst storms to hit the UK in history. First, part of the sea wall at Dawlish was washed away meaning we were unable to run trains through to the west of England. This was followed by widespread disruption in the west due to flooding. We then saw serious disruption in the London and Thames Valley area due to flooding which damaged signals. Journeys were delayed, retimed and cancelled across our network. It all happened very quickly and our customers turned to our social media channels to find out what was happening….
  53. In the 3 initial weeks following the collapse of the sea wall at Dawlish, we received 38k tweets, which was well over double what we would usually receive in that time. We responded to 20k of those with an average response time of around 19 minutes. As well as the individual replies that we sent, we also sent 677 proactive service updates. Over this 3 week period, our followers grew by 16% - 5 times our average growth.
  54. On Sunday 9 Feb it all went mental and our crisis plan was activated and I was contacted as emergency on call for social media. As we had a steady 500+ tweets in the queue all day, emergency cover was arranged and we were able to extend hours until midnight that night and then from 4am the following morning with the resources that we had. We were currently open between 7 and 10 only. We doubled our social media team from a pool of multi skilled back up staff and we made Twitter our communication channel priority as information is easier to get to a large audience. We drew up an emergency roster for the following week which maintained double resource throughout (up to 4 people on the Twitter shift at any one time). Then we had settled things it was time for us to create a strategy for how we would help our customers through the storm in the coming weeks.
  55. To create a strategy we needed an overall goal to guide us. We looked at our crisis plan and also examined the way other train operators had dealt with crisis. When TOCs experience major disruption it is commonplace to go into broadcast mode. This means they stop replying to individual messages and focus on broadcasting the updates. We decided not to do this. We realised that every one of our customers reaching out to us needed our help for a different reason. We realised that everyone uses Twitter differently and not all of our customers would see the updates. We did not want customers to have to go elsewhere for information after they had taken the time to tweet us. We wanted to be BE THERE FOR THEM. We therefore made a commitment to answer every individual question, no matter what it took and to provide that personal and reassuring service to our customers as individuals.
  56. With the right information – We asked our digital team and control centre for updated, customer friendly disruption info, in an easy to reach place for both our team and our customers to refer to. A travel advice hub was created on our website, which was updated 24 hours a day as and when anything changed. We proactively signposted customers to this page to reduce traffic to social media. This page still exists as we found that the model we used worked really well. With the right resource – we provided overtime incentive to advisors to extend their hours. We provided as much resource as we could. We have a pool of customer service agents who are trained on social media and we bought them all in to help out. With the right cover – we decided to respond to customers 24 hours a day and we initially created a 24/7 roster with the resource we had. Later we asked national rail to help with this. When the disruption had ended, we kept this service on. With the right message – we listened to our customers and took time out at regular intervals to gauge the most regularly asked questions coming through. We created a content plan based on that, with scheduled proactive tweets going out to answer those questions. These were things like information about where to claim compensation and also information on ticket restrictions.
  57. When it comes to social media, dare to be different. Decide early on what the main focus of your social channel is. If it is customer service, then every decision you make on social media should take into account the impact on your customer. What do you want to achieve? We realised the crisis response plan that we had in place worked well, although we had had concerns that it was perhaps too simple. Planning our crisis plan took months and a lot of head scratching but in the end we realised that all we needed was a robust actionable on call plan and for the people at the top of that chain to have the confidence and authority to make on the spot decisions and put out appropriate messages. Those people then needed the appropriate ongoing crisis training. The railway is very complex but we realised early on that customers just wanted jargon free, honest updates, no matter how bad the story was. One clear message, in one place that was easy for them to find. We also realised from all this that we needed to permanently increase our resource as although we did manage to cover, a lot of the hours put in were done through goodwill. Therefore we made arrangements to ensure that our team was better staffed for future. We are now looking into other things the team can do in their downtime to make them more efficient.
  58. We decided to retain our 24/7 cover for our customers as this really seemed to be appreciated during the storms. We increased the size of our team, adding an extra person to most shifts meaning that there is always back up in times of disruption. We are looking at ways now of utilising this team in a better way during downtime to make sure we are getting the most out of them. We have a new, more robust crisis response plan with added out of hours contacts. We have created a new training programme for our social media team to incorporate the message of helping everyone and being there for our customers.