Trish Johnston presentation slides for Case for Content
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http://contentgroup.com.au/trish-johnston/ This was a presentation as part of contentgroup's Case for Content event as part of the Australian Federal Government's Innovation Month. Trish Johnston is the Assistant Secretary, Communications Branch at the Department of the Prime Minister and Cabinet (PM&C). For over two decades Trish Johnston worked on some of the government's most complex policy and communication issues including domestic violence, cyber security, indigenous affairs, climate change, resources and energy and preventative health. Her experience spans developing large scale advertising campaigns, managing complex media and stakeholder issues and supporting communications in remote indigenous communities. She is currently leading PM&C's digital communications transformation.
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Trish Johnston presentation slides for Case for Content
- 1. PM&C Digital Communication Approach Trish Johnston, Assistant Secretary, Communications Branch 22 July 2016
- 3. What is ‘digital first’ at PM&C?
- 8. Rich media Live tweeting Behind the scenes insights Community generated content Authorised media spokespeople @pmc_gov_au @indigenous_gov
- 9. What is next for PM&C?
Notas del editor
- Introduction Give you a sense of what it has been like over the last nine months for communications at PM&C. I want to focus in particular on our digital growth and what that means in practical terms. I will also share with you some case studies of a number of strategic projects we have implemented over this time. To start off – we have been experienced an intense period of change. Kicked off by a perfect storm….. (next slide)
- The perfect storm to rethink our approach - Media scrutiny on IAS in September– spreadsheet on our website. Leadership spill across across government. Digital government moved into PM&C portfolio – Open Data, DTO, Smart Cities are now PM&C priorities. Internal support from the top - willingness and capacity to embrace change. We saw the moment and needed to move quickly on implementation, achieve quick wins to demonstrate value, clarify our priorities and change our approach for clients. We are in the centre of government. A unique position to dictate change. Important to note, that we had no addition resources to undertake this work – we had to be thrifty about budget and staffing.
- Pace of change Digital First is the strategy we use to prioritise audience focussed communication and engagement across the department. Digital first does not mean ‘online only’, it simply reflects a commitment to better meeting the needs of, and being responsive to, our modern audience. It is about optimising what we can do and the resources that we have available to us. We need to complement but not exclude traditional channels of communications and build our communication around audience preferences. This is something we have done a number of times, with success, over the past 12 months with CTG, Cyber Security and Cities. And for us, in everything we do as communication professionals, we need to be responsive to the changing needs of our audience and take advantage of the opportunities offered by digital technologies. It also has to potential to make our communication more efficient and cost effective. There have been some key delivery wins over this period that I wanted to speak to today. – The refresh of our central online communication tool – dpmc.gov.au and the launch of three important policy announcements - the Prime Minister’s Closing the Gap Report, Australia’s Cyber Security Strategy and launch of the Smart Cities Plan.
- What have we changed? The most visible change is our refreshed online presence that we launched in May 2016. What have we focused on? Strategy – Focused on putting together Digital communications strategy, redevelopment of DPMC and Indig.gov, social media strategies across projects, rich media strategies. Governance – DTO service standards. Leadership from PM and Department’s executive. Endorsement by Operations Committee. Development of Digital Reference Group. Structure – the branch has changes to meet these needs. Front door, Content Manager, content tiger team, strategic hub. Video and graphic capabilities in house. Policy and process – social media and media management policies. Content strategy and content quotas. Content – 1st person narrator. Plain english. Topic based information architecture replacing internal structure. Audience focused content solutions. Less words more pictures. Skills development –Support and training opportunities to build confidence both within the branch and across our client areas. All staff training sessions. Finally – our technology. Our online infrastructure and consolidation of websites. From 30+ with an aim to reduce to 3 - Dpmc.gov.au, indigenous.gov.au and pm.gov.au
- Case study one In February each year we compile the Prime Minister’s Closing the Gap report. Since 2009, the report has been tabled in Parliament and is accompanied by the Prime Minister’s Statement to Parliament. This year was the first year we trialled a new approach to communications and strategic engagement, supporting our Indigenous Affairs colleagues to deliver some fantastic integrated content as well as results. If you can believe it this is the first year the report was not simply a hard bound book – ie a dust collector! So we had no benchmark on audience or any evaluation and analysis to work from. The support we provided this year included: A look and feel developed by an Indigenous design agency. Interactive HTML version of the report as well as an accessible PDF (and some hard copies too). Video content - Ministerial introductions and community videos for each of the CTG targets. Animation to introduce the report. Scheduled social media across all of our channels (with common hashtag) in the lead up and wake of the report’s release. Support for PMO and MO at Indigenous Entrepreneur’s event the evening before the report’s release. Vox pops were also captured at this event for social media distribution. Speech writing and media management BAU. What did we learn? What was the reaction to what we did? That the cultural change required to get our policy colleagues across the line cannot be underestimated. To challenge the status quo is risky. We were asking our policy colleagues to trust us to deliver products that both justified the additional work involved and costs associated (with the HTML). Not to underestimate the time it takes and coordination required for approvals of multiple platforms of content – we had to pull all-nighters. That content for a printed PDF cannot be simply replicated for publishing as HTML. That once we launch the work isn’t over. Our social engagement dropped off, probably because we were so exhausted – so we dropped the ball there. That it is important to wrap up the completion of a project, to share both the successes and lessons learned and focus on delivering exceptional client service. That we need to celebrate our achievements more. Our senior executive loved the shiny rich media products and in a department that has been traditionally very risk adverse and a ‘closed shop’ what we did was very impressive. Finally - that our approach for the launch was a model that could be replicated and improved upon across other areas of the department.
- Case study two In April we launched Australia’s Cyber Security Strategy. This strategy was a long time coming so we had a little more preparation time (though it is never enough). Again we supported our policy colleagues with an interactive HTML and accessible PDF but were much more pro-active in regards to media engagement and promotion. But for the first time we provided media training to 2 x Cyber Security SES officers and hosted a background briefing to 23 press gallery journalists, talking them through the contents of the strategy and providing them with an embargoed copy the day before launch. Around 30 journalists also attended the launch event including all broadcasters, with live news feeds from ABC and Sky news. All photos were hosted on our Flickr account. The PM’s keynote speech was live streamed though the PM&C website and viewed 849 times (remarkable given little promotion outside of twitter for this event). We analysed coverage of the launch too. 446 articles appeared across print, broadcast and online in the first 24 hour period. Our hashtag #CyberStratAus was used 442 times in the first 24 hours with 13k impressions and trended on Twitter (our very first trending topic). The Strategy itself was downloaded over 600 times on the day of launch. We used dropbox to distribute stakeholder information packs prior to the launch including key messages, images, infographics and funding breakdown.
- Case study three For the Smart Cities Summit, a community engagement website was launched using Bang the Table to provide a platform for the smart cities plan consultation. Social feeds fed live into the site and it was visited 2,300 times on the day of the summit and the plan was downloaded 1,450 times. Not to be outdone by Cyber Security, #smartcitiesplan trended as well and there were 19,100 impressions across Twitter on the day of the summit. Again the event was well attended by broadcast and print media and live streamed. Key stakeholders and industry experts were interviewed and filmed at the summit and distributed across our channels to encourage participation in the consultation process. So why has engagement and our content worked so well across these major policy announcements? Why have our hashtags trended on Twitter? We gave people something to congregate over We started a conversation, empowered everyone to talk about the issue We involved people that are affected by the issue As we all know historically, government departments have shied away from two-way engagement through social media – broadcast only. Reflective of government communications in general perhaps? We are increasing transparency, public understanding and community involvement in high priority Government policies.
- Social Media content at PM&C We currently manage dpmc.gov.au, indig.gov and social media as direct channels to our audience. To give you a sense of size: Indig.gov has Facebook audience of 28k likes, Twitter 17.1k, Instagram 3.9k PMC Twitter has audience of 2,200 (only started in July 2015) including all influential press gallery journos. Content approach? One piece of a content tailored across multiple platforms: Capturing audiences across many different touch points Everyone in the branch is a potential content author. Ensuring that we are interesting enough and on time to control the message. Which when you think back to IAS media scrutiny is something that we didn’t do at all well. Having a role to play by influencing policy through engagement Eg: One of our current strategic focuses is constitution recognition of Indigenous Australians
- What’s next for us? What is important? How do we build our communications network? What are we focusing on? Important content principles: Timeliness. Personality. Seeking opportunities for participation and influencing policy. Calls to action. Transparency. Informality – two way conversations. Topic specific social media channels The idea is for our central channel to be content amplifiers across a potential network of official channels that reflect our diverse topic areas – a much more audience focused approach to content development. We don’t have many user needs that bridge indigenous affairs and cyber security for example. Departmental “authorised people” A small number of staff at the EL2 level and above can be authorised to communicate about work-related issues on their personal twitter accounts (an ‘authorised person’). Approval for this to occur will only be granted where a strong stakeholder following can be demonstrated and there are clear benefits to the Department in providing this authorisation. What else are we doing? Supporting a culture of continued improvement. Embedding our approach to communications across the department. The next piece we are tackling is stakeholder engagement. Bedding down our policies and procedures. Taking risks! Learning from any mistakes we make, and improving things for next time. Using the feedback we get that is both internal and external to the department to make improvements to our processes, content and channels. Inspiring others across APS and sharing our knowledge. It’s never been a better time to be in communications?!!