PR and Communication in Local Government and Public Services by John Brown

Author:John Brown
Language: eng
Format: epub
Publisher: Kogan Page

(CIPR, 2011a)

This extensive research into youngsters engaging in anti-social behaviour underpinned a creative campaign that involved them in the creation of a cartoon mascot and a programme of Easter activities. The 46 per cent reduction in grass fires in South Wales, three times its original target, was attributed to the stakeholder research that guided the campaign design.

Setting objectives

Objectives should be defined as precisely as possible and indicate the intended audience they relate to, the timeframe involved and the measurable response that is to be achieved. Campaign objectives should follow the SMART model and be measurable, achievable, realistic and targeted (Gregory, 2010).

In addition to defining overall objectives for the campaign as a whole, where there are multiple target publics, specific objectives should be identified for each of the key target public/audience strands.

While the ultimate aim will be to try to bring about some change in behaviour of the target publics, in most cases PR programmes can only try to increase the pre-disposition of the target publics to act in a desired manner – public relations cannot force behavioural change on people.

Changing attitudes and ultimately behaviour may in some cases take a relatively long time and hence campaign plans may have both short-term and medium-/long-term objectives.

The campaign approach

Thaler and Sustein (2008) suggest that it is possible for organisations to nudge target groups towards desired behaviour by employing particular approaches. In 2012, the Cabinet Office Behavioural Insights Team undertook research to identify seven tactics drawn from behavioural science, which were designed to reduce the prevalence of fraud, error and debt. Nudging offers an alternative approach to campaigns that may have in the past focused on communicating the penalties and fines issued by non-compliance.

Insight 1. Make it easy: Make it as straightforward as possible for people to behave as desired.

Insight 2. Highlight key messages: Draw people’s attention to important information or actions required of them.

Insight 3. Use personal language: Personalise language so that people understand why a message of process is relevant to them.

Insight 4. Prompt honesty at key moments: Ensure that people are prompted to be honest at key moments when filling in a form or answering questions.

Insight 5. Tell people what others are doing: Highlight the positive behaviour of others.

Insight 6. Reward desired behaviour: Actively incentivise or reward behaviour that saves time or money.

Insight 7. Highlight the risk and impact of dishonesty: Emphasise the impact of fraud or late payment on public services as well as the risk of audit and the consequences for those caught.

(Cabinet Office, Behavioural Insights Team, 2012)

Manchester City Council estimated it saved up to £240,000 in council tax discounts due to a trial that nudged residents towards honesty in returning their council tax forms. The forms were easy to complete, key messages and required actions were highlighted, and the risk and consequences of fraud were clearly communicated. The honesty of residents was tested as they were required to actively complete information in order to make a claim.

In Kingston and Merton, the Councils in partnership with B&Q, offered a discount for green products that increased in line with the number of neighbours taking part.

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