Den britiske regjeringen bruker mer enn 250 millioner pund i året på kommunikasjon. Hvordan rettferdiggjør de denne bruken av skattepenger, og sikrer den ønskede effekten? Ved å lage et rammeverk som evaluerer måloppnåelsen legger regjeringens kommunikasjonsfunksjon opp til måling av resultater. På Kommunikasjonsdagen vil Stephen Hardwick gi et innblikk i hvordan den britiske regjeringen bruker disse målingene til å styrke sin troverdighet og innflytelse, gjennom effektive kommunikasjonstiltak. Stephen Hardwick er direktør for Corporate Communications for HM Revenue and Customs, Storbritannias skattemyndighet, som har 65 000 ansatte og 50 millioner kunder.

1. Bringing rigour to planning and
evaluation in UK Government
communications
Stephen Hardwick
Director of Corporate Communications
HM Revenue and Customs, UK

2. Scale of UK Government communications
• 4,000 communications people
• 17 Central Departments
• 330 public agencies
• £150 million annual salary costs
• £300 million annual marketing costs

3. Why measurement is important
“Half the money I spend on
advertising is wasted. The trouble
is: I don’t know which half.”
John Wanamaker
Inventor of mass retailing in the USA

4. Pressures in the tax department
• Data and evidence are at the core of my Department
• Pressure to cut budgets
• Pressure to cut staff
• Pressure to prove the value of communications

5. Measuring the wrong things
• Number of press releases issued
• Newspaper column inches and broadcast minutes
• Number of Twitter followers
• Twitter ‘Opportunities to see’
• Recall awareness of advertising
• Internal hits on intranet stories

6. • The policy or business objective
– must be SMART
• The policy or business outcome
The real things that needed measuring

7. Measuring hard business objectives
The Self Assessment campaign business objectives:
• the number of people who complete their returns on time
• people will owe tax and it is expensive to chase them
• the proportion of people who file online
• it is cheaper to process digital returns than paper returns
• and the number of people who call our helplines
• it costs £5 per call; less demand = faster performance

8. Campaigns framework
udience insightA
bjectives – policy/businessO
trategyS
mplementationI
coring/evaluationS

9. Mandatory evaluation project
• Four key deliverables:
Evaluation
frameworks and
dashboards
Improved
evaluation
capability
Mandatory
evaluation
training
Centre of
Excellence
to promote
best practice

10. Performance framework and dashboards
• Three tiers:
• Must have
• Should have
• Nice to have
• Four elements
• Press and media
• Reputation
• Campaigns and marketing
• Employee engagement
Nice to have
Should have
Must
have

12. Improved evaluation capability
• Evaluation competency framework
• Three tier training course
• Foundation – e-learning
• Practitioner – face-to-face training
• Advanced – masterclasses
• Network of Evaluation Champions
in every Department
• Evaluation Council to advise on
best practice and challenge

13. New evaluation framework
Inputs
What you do before and
during the activity (e.g):
• Planning
• Preparation
• Pre-testing
• Production
Outputs
What is delivered/target
audience reached (i.e.):
• Distribution
• Exposure
• Reach
Outtakes
What the target
audience think, feel or
do to make a decision
(i.e.):
• Awareness
• Understanding
• Interest
• Engagement
• Preference
• Support
Outcomes
The result of your
activity on the target
audience (e.g):
• Impact
• Influence
• Effects:
– Attitude
– Behaviour
Organisational
Impact
The quantifiable impact
on the organisation
goals/ KPIs (e.g):
• Revenue
• Costs reduction
• Complying actions
• (attitude/behaviour
change)
• Retention
• Reputation
Communication
Objectives
Organisational/
Policy Objectives

14. New evaluation framework

15. Inputs
• OASIS Key steps (e.g.
planning, baseline,
benchmarks)
• Costs (e.g. Staff, Agencies)
• Content creation (e.g. Briefs,
statements, rebuttals,
speeches)
• Media events/briefings
organised
• Pre-engagement activities
(e.g. journalist, media
outlets)
Outputs
• Target audience reach
• Key message penetration
• No. of articles or broadcasts
(Proactive and reactive)
• Media events successfully
delivered/Attendance
• Share of voice (if operating
in a competitive
environment)
Outtakes
• Awareness of issue
• Sentiment
• Audience engagement
(e.g. enquiry calls, click-
throughs, shares, likes,
retweets, downloads)
• Responses/Feedback
(e.g. comments, letters)
• Net favourability rating
Quick guide – media measurement

16. Outcomes
• Advocacy
(e.g. recommendations,
endorsements,
ambassadors, supportive
quotes, subversions)
• Attitude change
• Behaviour change
(e.g. complying actions)
• ROI or BCR
Organisational Impact
• Contribution to Organisation
Goals/KPIs:
– Behavioural (e.g.
complying actions
improvement*)
– Attitudinal (e.g. perception
levels)
– Experiential (e.g. customer
experience)
– Financial (e.g. increase
revenue
or cost reduction)
– Reputation (e.g. RepTrak
suvey, public polling)
*NB: Examples: taxes paid; blood
donated; reduced drink-drive
cases, more health screening, etc.
Quick guide – media measurement

17. Where we are
• We have a strong evaluation framework
• Measurement and evaluation are now mainstream
and mandatory
• We focus on SMART business objectives and outcomes
• We have evaluation training and knowledge sharing
• We have embedded best practice
• We have a peer review of experts
in an Evaluation Council
• We can demonstrate our value
to Government with evidence.

18. Questions?
gcs.civilservice.gov.uk