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Government Communication Plan 2019/20

Text descriptions

Raising our standards diagram

Represents our 4 ‘Programmes of continuous improvement’ which are Year of Marketing, Accelerate, MCOM 2.0 and GCS2020.

GCS2020 comprises ‘Leading the GCS way’, ‘Delivering excellence’, ‘Right people, right place, right time’ and ‘Maximising our scale’.

Return to ‘Portfolio of improvement’ section

Modern Communications Operating Model 2.0 diagram

Centre of diagram: CORE purpose of Government Communication

CORE stands for:

  • Changing behaviour
  • Operational effectiveness of public services
  • Reputation management
  • Explaining policies

Surrounding CORE purpose of Government Communication is the Strategic Communication discipline.

Strategic communication sets, coordinates and guides the implementation of activity, based on insight as part of an overarching plan to deliver against agreed priorities to measurable effect.

Surrounding CORE purpose of Government Communication and Strategic Communication are four other disciplines:

1) External affairs which explains policies but also listens to help build campaigns that deliver.

2) Marketing which raises awareness of policies, influences attitudes and behaviours and supports the operation of services.

3) Internal communication which engages staff in delivering priorities and supports organisational and cultural change, maximising performance and delivering business strategy most effectively.

4) Media which includes proactive and reactive hannling of the press, relationship management, content creation and insight and evaluation.

Return to ‘MCOM 2.0’ section

OASIS diagram

OASIS stands for:

  • Objectives
  • Audience Insight
  • Strategy/ Idea
  • Implementation
  • Scoring/ Evaluation

Government communicators should review and refresh the approach after each phase of the campaign. Feedback should also be used to optimise implementation.

Return to ‘Influencing behaviour change’ section

RESIST diagram

Image of diagram explaining RESIST, which stands for:

1) Recognise disinformation:

  • What are the objectives of disinformation?
  • What are the techniques of disinformation?
  • How does disinformation combine techniques to achieve an impact?

2) Early warning:

  • How do I focus digital monitoring on my priorities?
  • How do I build a digital monitoring toolbox?
  • How can I use digital monitoring to assess potential threats and vulnerabilities?

3) Situational insight:

  • What is the insight in the context of disinformation and how should it be used to support a timely response to disinformation?

4) Impact analysis:

  • What is the likely goal of the disinformation?
  • What is the likely impact of the disinformation?
  • What is the likely reach of the disinformation?
  • How should I prioritise the disinformation?

5) Strategic communication:

  • What should a public response to disinformation look like?
  • What is the sign-off process?
  • What are the available options for responding?

6) Track outcomes:

  • How should I record and share information about the disinformation
    campaign?
  • How can I evaluate my actions and understand the lessons learned?

Return to ‘Tackling misinformation and disinformation’ section

Achievements from 2018/19

  • Net increase of 4,364 prison officers recruited between October 2016 and September 2018 (target 2,500)
  • 170 businesses across the catering, construction and retail sectors have registered to work with and rehabilitate ex-offenders
  • 9 victims lifted out of potential exploitation during the launch week of the Modern Slavery campaign
  • Nearly 60% of UK adults said they learned something new from coverage generated on the First World War Centenary and 40% were inspired to research their family links to the war
  • THINK! has led to an 11% increase in young men saying it was unacceptable to let a friend drive after drinking
  • Over 1,500 partners came together to support the Year of Engineering by offering young people, their parents and teachers over 1.1 million direct experiences of engineering over 2018
  • To date, the GREAT Britain and Northern Ireland campaign has delivered £4 billion of additional benefit to the UK economy, with nearly £140 million of support from over 600 private sector companies and individuals in 144 countries
  • 152 countries signing up to support the UK’s campaign for 12 years of quality education for girls following the Foreign Secretary’s UN Human Rights Council speech
  • 25% increase in footfall to the winner of the Great British High Street award during the campaign
  • 1.5 million fewer prescriptions as a direct result of explaining the dangers of overusing antibiotics
  • 94% of customers filed their tax return by the deadline as a result of the Self Assessment campaign
  • 74,000 fewer ‘working days lost’, with a return to the economy of £25 million

Return to ‘Influencing behaviour change’ section