Case studies ‘best of’ 2014 These case studies represent the winning and highly commended entries from the 2014 PRINZ Awards – celebrating 40 years!
Corporate Public Relations Not for Profit Public Relations Peter Parussini and the ANZ Corporate Affairs Team Sharon Walls “Banking on the new ANZ” – the post ANZ and The Mercy Ships National Bank merger communications strategy and plan Mercy by Moonlight Courtney Bennett, Telecom New Zealand Internal Communications Lee Hales and Georgia Moselen-Sloog, Whitaker Group Amanda Schaake, for Fonterra Givealittle by the Telecom Foundation, the Growth of Zero Fees Connecting employees to mission and purpose: Fundraising in New Zealand Turning boring into bring it on! Warren Rosser, Susan Rockliffe and Lauren Lau Paul Dryden Tertiary Award Westpac NZ Ltd Anna Johnstone, Caroline Leeming, Zureena Habib, Bringing our people together Alexandra Harman and Nina Magan AUT University – Outside the Square Auckland’s Most Noteworthy Teacher Issues, Crisis & Emergency Management Megan Wiltshire and Emily Davies Bank of New Zealand Special Event or Project Shake, rattle and roll: Responding to the 2013 Central Crystal Beavis North Island earthquakes Strategic Lighting Partners Ltd Turning the spotlight onto LED road lighting: Road Lighting 2014, 11–12 March, Auckland Limited Budget Public Relations Suzanne McNamara Deepti Bhargava, Paul Weeks, Bev Armstrong, Convergence Darren Horsman, Claire McCarthy and Elizabeth Phillips Splore’s sustainability message changes audience behaviour Unitec Institute of Technology Celebrating Pride
Marketing Communication – Integrated Sustained Public Relations Ross Henderson, Kathryn Fitzpatrick, Karen Jones and Campbell Moore John MacDonald, Durning Public Relations New Zealand Police Stacey Doornenbal and Jayne Austin, University of Canterbury Safer Speed Summer UC Futures Alisha Thomas, Angela Spain and Georgia Boyce Annemarie Mora, Stronger Christchurch Infrastructure FCB PR and Activation Rebuild Team and Norma Kloosterman, Fulton Hogan Sony: Message in a bottle Setting a new benchmark for post-disaster recovery communication Kristie Penwarden Professional Public Relations NZ Oliver Roberts, John Evans and Carol Hayward The Fiji Airways mid-air wedding campaign Auckland Council Shaping Auckland’s future – enhanced engagement on the Auckland Unitary Plan Marketing Communication – Public Relations Dan Walraven, Dan Ormond and Sam Halstead Joanna James, Natasha Gillooly and Strahan Wallis Ideas Shop Porter Novelli NZ Going Digital Tui Plumbers Go Global
Sally Logan-Milne Young Practitioner of the Year Award Erin Roberts McDonald’s Restaurants New Zealand Ltd Cindy Bangs NZ Transport Agency Corporate Public Relations Corporate Public Relations
Peter Parussini and the ANZ Corporate Affairs Team “Banking on the new ANZ” – the post ANZ and The National Bank merger communications strategy and plan
In 2012 the ANZ and The National Bank came together in one of New Zealand’s biggest brand merger projects, an initiative that won local and international awards and plaudits. But the long term success of the new ANZ will be determined by what happens in the aftermath of the amalgamation. This entry looks at the strategy and plan implemented by ANZ Bank New Zealand’s Corporate Affairs team to lock in the gains made by the successful merger in the period immediately after the change.
Background Preliminary research The communications programme for the merger of The The pre-merger communications campaign paid off with National Bank and ANZ brands, which won the 2013 the new brand moving from fifth to third in favourability PRINZ Corporate Public Relations and Supreme Awards, for all banks shortly after the change. But the numbers was overwhelming successful. were polarised – most either liked the new ANZ or didn’t, While the merger was successful there was still a risk with the dislikes the biggest of all the bank brands. the brand might not live up to its promise and that staff, The bank’s ‘soft’ measures around its role in communities, customers, stakeholders and the public would gradually social responsibility, acting with integrity, being a good come to dislike it. Pre-merger research indicated that corporate citizen and supporting the New Zealand more than 30% of The National Bank customers would economy were not strong. reluctantly move to the new ANZ and make a judgment Improving the performance in these ‘soft’ measures over time. would be critical to locking in the change. The news media would also be looking for any sign that This research strongly informed the strategy and plan. the merger hadn’t worked. If their suspicions were proved they would label it a failure, creating a downward spiral of bad publicity. Objectives The objectives were: One of the other threats likely to be faced was unrelated bad news infecting the new image. »» help limit any loss of customers; A follow-up strategy and plan was, therefore, needed »» help lock in any customers who have doubts about so stakeholders could believe they could bank on the the changes; and new ANZ. »» critical to all this, keep staff engaged.
4 Corporate Public Relations
Judges’ comment: An extremely competent, professional communications strategy, very professionally executed by a well-led team. The judges liked the use of research and the outcome evaluation measures were impressive.
UMR Research’s quantitative nationwide 3. The successful merger has led the credit to frontline staff in particular. survey of New Zealanders and the annual to...<
5 Corporate Public Relations
quarterly, half year and annual results The other potential trouble for the merger face the customers every day and are the all attributed the successful home loan was unexpected news stories or issues. And company’s ambassadors in the communities market share and profit back to the this happened: a local lawyer and a Sydney- they live. success of the merger. based litigation funder teamed up to file This evaluation shows that a continuation 9. Use the brand anniversary to reinforce key a law suit against ANZ around exception of this strategy and plan needs to occur to messages with client and influencers fees; and the Commerce Commission take the brand to an even higher level. The started investigating the historical sale of a activities need to be baked in as ‘business On the week of the anniversary of the rural product. change, relationship managers called key as usual’. clients and those who had previously been Both these issues garnered significant news identified as influencers of customers media coverage. They have both, however, Acknowledgement of other to talk about the success of the merger. been positioned as broader industry matters communication disciplines rather than being ANZ specific. And with the Calling scripts were developed to ensure As with the ANZ and National Bank they were all on message. Commission issue it has also been positioned as an old National Bank pre 2008 Global brand merger project, each of the public, 10. Celebrate branch openings/refurbishments Financial Crisis issue. stakeholder, customer and staff touch points As a result of the merger, a number of old with the company were communicated within a consistent framework. ANZ and National Bank branches were Results amalgamated or new ones built. Each The Sponsorship team continued to be open time this happened it was celebrated UMR Research to strong and creative PR leverage of its internally and publicised with external The new ANZ’s brand continues to improve properties and stayed open to the idea of stakeholders, sometimes involving media with favourables going from 50% to 54%, new contemporary high profile sponsorships. and local politicians. above the target of 52%. The unfavourables The Marketing team continued to modernise 11. Big focus on grassroots PR reduced from 29% to 24%, which was better and soften the new ANZ brand. New tv than the target of 27%. W e ran strong leverage campaigns in idents were created that had a human provincial and community media and All the new ANZ’s ‘soft’ measures have morphing into the ANZ’s ‘lotus’ logo. social media around grassroots initiatives improved, with most way above target: Social media was ramped up and worked with our national netball and cricket »» Community awareness has gone from closely with Corporate Affairs on all public sponsorship grants schemes, and the ANZ 29% to 31% (against a target of 31%); issues. Issues were dealt with quickly and Staff Foundation’s grants. in such a way that it sometimes positively »» Socially responsible agrees has gone from 12. Remind people of ANZ’s work in the 40% to 48% (42%); impacted on the new ANZ brand. The most community obvious example was leading the advertiser »» Acts with integrity agrees has gone from ban of RadioLive over the ‘roast busters’ issue Building on the magazine produced 53% to 54% (55%); via Twitter. for the merger, ‘Fabric’ was published »» Good corporate citizen agrees has gone to highlight the new ANZ’s work in from 42% to 47% (44%); and the community. This was distributed to all staff, posted to key stakeholders, »» Supports NZ economy agrees has gone given to customers via branches and from 31% to 45% (33%). delivered to the public via nationwide My Voice staff survey newspaper inserts. Staff engagement has not stayed at the same 13. Create new sponsorships to demonstrate level, as was the target, but pleasingly gone the new ANZ to another record level – 76%. Pr ofessional golfer Lydia Ko was brought on as an ANZ Ambassador and visiting Evaluation / follow-up artist Williard Wiggins’ exhibition was Customer numbers have stayed stable and sponsored to demonstrate a more home loan market share has gone up 50 contemporary brand. These were strongly basis points to 30.65% of all providers. The leveraged through PR, particularly via annual cash profit to the end of September social media, to further reinforce this. 2013 of $1.44 billion was up 12% on the 14. MP briefings previous year, a record. A series of briefings were held with MPs We were pleasantly surprised that there was on various issues to do with the economy out-performance in the targets set as scores where key messages about the success of often take time to move in the financial the merger were built in. services sector. Excluding the sponsorship property, this The brand continues to improve with campaign cost about $480k. favourables up above target and unfavourables reducing much more than Creativity / problem solving expected. The all important ‘soft’ measures have moved, some significantly. The post merger research indicated the change had gone well so it would have Everyone is particularly pleased about been easy for management to rest on its the strategy and plan’s impact on staff (many) laurels. engagement which has surpassed the target set and gone to another record – 76%. But on the insistence of Corporate Affairs, the research was more probing than usual The particularly high staff engagement could and revealed vulnerabilities in the brand. also explain why the other measures have These could, if not worked on, lead to an improved well beyond the targets set. This fits undermining of the brand and eventually call in with our belief that staff would, ultimately, into question the value of the change. be the critical factor to the success of the merger. They are the ones, afterall, who
6 Internal Communications Internal Communications
Amanda Schaake : Fonterra Connecting employees to mission and purpose: Turning boring into bring it on!
We know that clear line of sight between ‘day job’ and company strategy is a key element of employee engagement. However, feedback from Fonterra’s NZ Finance Delivery Centre (Operational) employees is that they don’t understand their business strategy or how it impacts them, let alone what they can do to support or affect it. A series of global crises means that now more than ever before, people need to understand their responsibility in delivering the world’s most trusted source of dairy nutrition. Using internal communications, engaging conversations and positive psychology techniques, Fonterra set out to reconnect ‘people’ with ‘purpose’.
Background Preliminary research Since 2009 Fonterra has used Gallup’s Q12 to measure A summary of the critical research that shaped the employee engagement. Results against Q8 (mission and communications strategy included: purpose) have plateaued. External: What was missing was a link between Fonterra’s strategic »» We reviewed our successful past strategic activities and employees. Employees had disassociated communications projects from other organisations. themselves from strategic activities, believing these were the responsibility of senior leadership to deliver, not »» We reviewed the Mercer Consulting ‘Communicating something within their control. Strategy’ case study, published in 2006, to give us a structure for our communications strategy. Leadership has tried traditional communication to translate the strategy in words but has not spent time »» We needed to be sure our ambitious communication connecting people to the numerous strategic activities ideas would be sustainable. So we reviewed critical taking place within the business. external resources to ensure we didn’t over promise and under deliver. Fonterra needed to prove the strategy was more than words on a page. To get buy-in it needed to literally, Internal: physically involve people. »» We reviewed previous Gallup results to create an engagement benchmark.
8 Internal Communications
Judges’ comment: A well thought-out and executed campaign which delivered very good results. This was an innovative approach to making strategy relevant and engaging.
»» We conducted a channel review to map Tier 1: Leadership team including key strategic activities, coordinated with central existing strategic channels and events. sponsor. communications. »» We tested our ideas and strategy with Understand strategy and activities. Frustrated Whilst key messages were critical for leadership to gain their buy-in to the that a broad base of employees don’t ‘get it.’ congruence, we knew the real value of new approach. Communications need to remove frustration our communications would come from and make things simpler. orchestrating positive, team discussions on Objectives Tier 2: Functional leaders. Fonterra’s strategy. It would be their words, not ours that would make a real difference. Fonterra’s Operational business strategy is: Understand the strategy and activities. Frustrated as often left ‘carrying the can’ ‘To be the first choice world-class shared Strategy service partner.’ in cascading strategy information to team with limited resources or success. Feeling The strategy followed Mercer Consulting’s We wanted to achieve more than just unsupported. Communications need to make four-point framework, which is recognised understanding. So two communication their problem go away. internationally as a best-practice benchmark. objectives were set, to be measured on a Tier 3: Team leaders. We reflected this against our audience needs Likert scale. and developed our strategic approach: 1. I understand our strategy. Not sure how the strategy impacts them day- to-day. Proud of team and what they achieve. 1. Management visibility without adding to 2. I have taken opportunities to get involved Feel strategic decisions and activities take their frustration or workload. in the strategy. place ‘above their heads.’ Communication 2. Message congruence in the right hands, The Operational business strategy is then needs to provide clarity, context and as those who traditionally received broken down into five themes: confidence to help them be the trusted strategy messages didn’t have time or 1. Growth and value source of strategic information for their team. access to the right people to engage a broad base of people to take action. 2. Customers Tier 4: Employees. 3. Opportunities for questions and dialogue 3. People Hardworking team players. Strategy is ‘corporate blah’ and not something they get using positive psychology-based discussion 4. Best practice involved in. Communications need to involve to harness what’s already working well in 5. Governance and assurance them, get them to take responsibility for teams and build on it. Each of the five strategic business themes elements of the strategy within their control, 4. Reinfor cement and feedback so that were set with three communication give them a voice in the strategic direction of the core story and key messages were objectives. e.g. for the ‘people’ strategic the business. repeated by various people and in various theme: ways without adding corporate blah. »» Fonterra is a great place to work. (Think) Messages The application of positive psychology practice shaped the content and mechanics »» I feel valued as a team member. (Feel) We needed to align centrally deployed communications with leadership of our communication choices. »» I take responsibility for my professional communications. Therefore, a central key development. (Do) By framing questions and dialogue in a message document was created with input positive ‘broaden the good and build on As communication topics varied from month from each member of the leadership team it’ manner, people generated their own to month depending on strategic activity, only to ensure: 1) key messages resonated with persuasive evidence and optimism, as well as the objectives relevant to the content were all areas of the business; and 2) impact a sense of personal control, which generated measured. of strategy on colleagues and customers protective factors for psychological and The target was for all measures to achieve was explicit. physical wellbeing at work. 70% ‘agree or higher’ and not drop more The final 22-page document described what Research by positive psychology leaders than 10% during months where a particular will happen as a result of implementing such as Mihaly Csikszentmihalyi, School of strategic theme was not a topic of discussion. the strategy. Behavioural and Organisational Sciences, What was measured was then reported The messages were plain English explanations Claremont University, indicates that monthly to leadership, managers and all of Fonterra’s mission and purpose and each building optimism in employees gives employees. of the five strategic themes. To make each them the psychological skill set to be more strategic theme more meaningful, examples adaptable. If this is correct, the more time Audiences were gathered from all areas of the business we allowed employees to spend on positive strategic discussions, the more resilient they The target audience comprised of a hierarchy to demonstrate what achieving each strategic would become. of levels across five divisions and 16 theme would deliver for our employees functions. Stakeholders were broken down and customers. into level and then function, with each level The key messages were not used as Implementation / tactics having their own communication needs. communications themselves. Relevant The following tactics were used to achieve Some levels held dual roles of both audience extractions were shared with colleagues and the communications objectives within the and enabler. leadership to help them communicate the scope of the strategy:
9 Internal Communications
1. Management visibility: supporting communications, monitoring and »» We have treated team leaders as VIP a. Developed a leader communications feedback every month. strategic partners, exposing them plan to support the Senior Director’s Each ‘chat map’ meeting lasted between 40 to information and communication face-to-face engagement with the – 60 minutes and was designed to educate, results more frequently and thoroughly business. inform or engage teams around elements than before. b. Mapped out all leaders’ key strategic of the Operational strategy. Each month’s »» We have informed, engaged and meetings and events. activities were different according to the involved employees in Fonterra’s strategy, strategic activities in the business at that time. reconnecting them with the company’s c. Created a communication mission and purpose. interdependency plan to map business Each ‘chat map’ was hosted by a different strategy impact and communications team member, without the need for A qualitative measure of our success in impact across all stakeholders. management intervention. Within a relaxed, achieving the strategy were comments from familiar environment, team members stepped team leaders such as this: 2. Message congruence: forward to lead strategy conversations “We’re now a lot closer to the strategy than a. Having mapped out all strategic with their peers, using language everyone ever before and we get it. My team look meetings and events, these channels understood, sharing unique insights to forward to the strategy sessions because were intercepted allowing us to weave each discussion. we’re involved, engaged and everyone’s voice through topical key messages. We designed and built creative elements such is heard.” – Yvonne Simpson, Accounting b. Functional leaders were informed and as puzzles, quiz sessions, positive psychology- Manager, Asia Pacific, Middle East and Africa supported before we directly engaged based questions or video diaries held on a with their employees. By reaching closed SharePoint site which teams would Evaluation / follow-up employees directly we avoided message watch as part of their meeting. Following We distributed feedback requests to all dissonance or delay. the creative stimuli, teams would then enter employees with ‘chat map’ materials. Paper facilitated discussions. 3. Opportunities for questions and dialogue: forms were our mechanism of choice due to a. We designed, printed and distributed The positive-psychology-framed discussions the ability of team members to complete the giant ‘chat maps’ (see ‘Creativity’ allowed individuals to discuss what actions forms as part of the final activity of their chat section for more information) and would lead to their success. Thus, fostering map meetings. ownership and therefore, buy-in. supporting materials for all teams to A two-week response window was provided. facilitate strategic dialogue. Forms were then collected, analysed, b. We coordinated ‘chat maps’, Results compared against previous months and discussions and feedback requests Our target of reaching 70% ‘agree or higher’ trends reported back to leadership as part of across all stakeholder groups during was achieved. The average score against all their monthly balanced scorecard discussions. one week of every month. 17 communication objectives (measured via The balanced scorecard forms part of c. We carefully designed discussion points feedback forms) was 87% ‘agree or higher’ the leadership team’s objectives and key within each ‘chat map’ around positive not factoring in any negativity bias. Results performance measures. psychology-framed questions. held steady during months of inactivity. These results, as well as questions and 4. Reinfor cement and feedback: Over 60% of stakeholders chose regularly, comments, were shared with team leaders via without incentive, to provide feedback. a briefing each month. a. Every month we provided relevant key messages to leaders to reinforce using At the time of this submission Gallup 2014 We then shared these same results with all their existing channels. results were pending. employees via senior leader announcements, strategic bulletins and the following month’s b. Feedback forms were supplied at every Results against the two overarching ‘chat-map’ materials. This activity has the ‘chat map’ meeting. communication objectives demonstrate achievement: added benefit of impacting Gallup Q7 (my c. Team leaders were coached in active opinions count). facilitation to give them confidence in »» Q1 objective: ‘I understand our strategy’ Employees submitted questions regularly encouraging questions and discussion. moved from 3.2 to 4.1/5. relating to business strategy and these were d. Questions were fed back to teams in »» Q2 objective: ‘I have taken opportunities answered via the same channels. direct messages from leadership and at to get involved in the strategy’ has Video diaries provided a significant feedback their next ‘chat-map’ meeting. rocketed from 2.9 to 4.5/5. mechanism. We invited employees to talk The following is a summary of the Follow-up research also showed employees to a video camera about their experience communications budget: understand the strategy and take personal of elements of the business strategy: what responsibility for the actions within their »» New communication channel template they liked, didn’t like, hints and tips. We control. They have more time to do what $7,000 used this honest feedback in video form as a they do best every day now strategy conversation starter in subsequent ‘chat map’ »» Signature communication interventions communications have their own time and activities to demonstrate cyclical, transparent $1,000/month place. feedback. »» Incentives $1,200 So far, Fonterra’s Operational employees have In December we polled stakeholders on their The communications budget was been engaged in over 1,000 collective hours strategy communication experience. ‘Chat approximately 4% of the whole project of positive, team-based discussion around maps’ were listed as a top-three channel budget. their business strategy, the impacts of that preference. strategy on them and what they can do to make the strategy a success. Overall: By closely monitoring the uptake and Creativity / problem solving success of these strategic communications The ‘chat map’ is a unique, creative »» We have removed leadership frustration over the past six months and sharing these engagement tool, developed specifically to by providing key messages and an results internally, several of the mechanisms help us achieve our objective of involvement. intervention plan to enable them to be showcased here are being incorporated into the confident, clear owners of strategic a global communications strategy impacting We planned the strategic topics, wrote and messages. designed each ‘chat map’, coordinated 19,000 people. distribution and held monthly team »» We have informed and engaged leader feedback briefings. In addition, functional leaders to a level we coordinated, wrote and distributed all commensurate with their choice.
10 Internal Communications
Warren Rosser, Susan Rockliffe, Lauren Lau : Westpac NZ Ltd Bringing our people together – Westpac NZ
The introduction of ‘the hub’ (our internal social channel) was an opportunity to innovate and expand our internal communication channels at Westpac. The hub was introduced in May 2013, following a pilot with selected users. Because we have employees based in over 200 locations across the country, the introduction of the hub was an important step forward for Westpac. The hub has allowed employees to increase their engagement and regularly connect with other employees online, while having a little fun. It has resulted in quality conversations, connections and the sharing of tacit knowledge between employees on a daily basis.
Background The introduction of the hub provided an open space for employees to share tacit knowledge and information, Westpac has almost 5,000 employees, working in while connecting with others who have common 10 business units and over 200 locations across interests, and have a little fun as well. New Zealand. There have been several communication challenges in our internal environment: This project was focused on launching and establishing the hub as a core internal communications channel for all »» teams work in silos and were not always aware of Westpac employees. other teams’ activities »» existing internal communication channels structured Preliminary research to facilitate a one-way information flow International research supports the view that introducing »» senior leaders can’t physically be everywhere to internal social channels have a positive outcome in connect with employees a workplace: Our social channel, which we named ‘the hub’, was »» 61% of employees find it easier to collaborate with an ideal next step in the development of our internal colleagues using social media (APCO Worldwide). communication channels to meet these challenges. »» 20% increase in productivity, through a reduction Before the hub was launched, several teams were in searching for information and unnecessary email using information-sharing tools, such as Yammer and traffic (McKinsey Global Institute). SharePoint. This demonstrated an appetite for an internal social channel.
11 Internal Communications
»» Employee engagement increases by 18% Employees are spread across New Zealand, »» Since the hub was launched, a range of (Gallup study). with larger groups based in Auckland, activities have run on it, giving employees »» 58% of employees would rather work Wellington and Christchurch. 49 nationalities ongoing opportunities to interact and see somewhere with social media tools; over are represented across our employees. how to use the hub. This provided plenty 80% would refer others to work in a Our employees have a range of technical of reasons to become regular hub visitors. company with social media tools (APCO). skills and levels of comfort with social »» We introduced a look and feel that is Individuals in New Zealand, and globally, are channels. Some employees are familiar with consistently used for all hub-related adopting social channels at an increasing social channels (as they use them personally) communications and built clear brand rate. Over half of the New Zealand while others will find the idea of social media recognition for the hub. population were active on Facebook (the to be a completely new experience. »» After the initial launch period, another social channel that most closely resembles the Employees were familiar with one-way sustained campaign was run to promote hub) in late 2013 and the number of users communication using electronic channels, the hub and the ways employees could continues to increase (Adcorp). because most of our internal communication get value by using it. This research, and the fact that several teams had been distributed using a static intranet »» The hub is actively identified and used had been using information-sharing tools, and email. as a key channel when planning and was a clear indication that there was an Employees enjoy interacting with fun, light- implementing internal bank-wide appetite for a social channel for Westpac hearted activities and the offer of incentives campaigns. employees to use. often results in increased engagement. For example, when interactive competitions have Implementation / tactics been run on our intranet and we offer a small Objectives A project team was formed to introduce the prize (such as a voucher or tickets to a show), Our focus was to ensure that the hub hub, with representatives from Corporate we receive hundreds of entries. was adopted as a core internal channel Affairs (leading the project), IT Development, used by employees for communication Learning & Development, and our Graduate and collaboration within 12 months of Messages programme. The project was sponsored being introduced. The core messages that were communicated by the Director of Corporate Affairs, so it We wanted the hub to be known as the place during the launch of the hub (each was received support at executive level. where employees connect with each other to tailored based on the specific communication We identified, and engaged with, 60 key share their own knowledge and information, it was included in) were: influencers who were given access to the while having some fun. »» The hub provides an opportunity for two- hub before we launched it to all employees. When introducing the hub we wanted to way communication, where we can all This group was involved in testing the motivate employees – including those who ask work-related questions and exchange functionality and loading initial content that were not confident using social platforms – knowledge with others in real time. was available when the hub was launched. to use it. »» All Westpac employees are able to use the We used a range of bank-wide Our specific goals were: hub, with access from our intranet. communication channels to promote the »» The hub is exclusive to us, so you hub when it was launched in May 2013. »» 1,500 employees signed up to the hub The hub was also promoted in team-based within the first three months, and 2,500 can only access it from within the Westpac network. communication channels that are used by our employees signed up by the end of 2013. larger teams. All communication about the »» Over 20 senior leaders regularly using the »» If you’ve never used a social space, hub was aligned with internal branding that hub in the first month. make sure you sign up and visit the hub. was developed for the hub. It’s easy to use, and we’ve got some »» Over 12 groups available on the hub great information to help you as you A key element of the launch communication when launched, and 15 active groups get started. was a two minute video about the value of (with over 50 members and activity every social media to connect people together. It week) by the end of 2013. Strategy also showed employees how to use the hub. »» An average of 500 employees using the The video received 1,887 views in the first hub daily by the end of 2013. »» Before launching the hub, we identified two weeks. and worked with influencers and senior Following the launch, the hub has been used leaders who had the potential to become as an integral part of bank-wide internal Audiences ‘champions’. We also connected with campaigns. For example, our annual appeal We wanted all employees to use the key stakeholders to make sure that any for the Westpac Rescue Helicopters (our key hub, with a particular focus on leaders legislative and risk concerns could be sponsorship) takes place in May each year, so and influencers. identified and mitigated before the hub this was an ideal campaign to support using was launched. 12 Internal Communications
Judges’ comment: This was an interesting project which delivered a useful internal communications tool with very little budget. A well-executed project.
the hub. the hub for all employees, so the launch connecting all branches together on a We ran a second bank-wide awareness campaign focused on how easy it was to sign fun platform. campaign in October and November to keep up for the hub. »» The hub is a good way to be able to awareness levels high and encourage more The hub was not directly integrated with the network or find out who might be able to employees to regularly use the hub. The current intranet, so users need to make a help you. campaign included an opportunity to name deliberate decision to visit and use the hub. A summary of use from the first ten months the hub icon. Once the icon was named To encourage regular use, intranet articles has shown: (‘Houston’ was selected by employee vote) and internal communications regularly we ran a competition where employees include direct links to relevant material on »» The number of groups being used has were given the opportunity to identify where the hub. continued to steadily increase, with over Houston was around New Zealand, based 70 groups currently available. The 10 most We have continued to develop enhancements active groups on the hub at the end of on a photo album that he regularly posted that are based on user feedback, such as images in. 2013 were established after the hub attaching files, email notifications, closed was launched. They include a mixture A presentation was developed to show (private) groups and including the hub in of campaigns, areas of interest (such as our leaders the value and benefit for them the intranet search. We began to implement mobile app enhancements) and social using the hub regularly. The presentation these in early 2014 and the full series of groups (the most popular group is the Ron has been shared with almost 100 leaders enhancements is expected to all be rolled out Burgundy Fan Club). who work across most of our teams, and by mid-2014. more presentations are scheduled for team »» Over 150 image albums have been posted by users by the end of 2013. These meetings in coming weeks. The presentation Results provides a focused opportunity to discuss albums include images from a range of »» 850 employees signed up in the week the how teams can use the hub in a way that is team activities (i.e. growing moustaches in hub was launched and 1,529 employees relevant and useful for them. Movember), events (i.e. branch openings), had signed up before 3 August (three and workshops (i.e. Welcome to Westpac months after the launch). By December induction days). These images would have Creativity / problem solving 2013 there were 2,421 employees not been shared across the bank before Key challenges that we faced during the with accounts on the hub and this has the hub was launched. implementation and adoption of the increased to 2,605 employees by early »» Two thirds of our Executive Team (8 of hub were: March 2014. 12) hosted a 30 minute live chat with Budget: Because there was no budget for »» Over 20 of our senior leaders began employees in 2013, giving employees an the project, open source software (Oxwall) to use the hub within the first week of opportunity to chat with them online. was selected and internal resources were launching it. Live chats were extended to include our used to personalise and brand the hub. »» 15 groups were available on the hub ambassadors (such as Richie McCaw Limited budget (under $500) was available when it was launched. By December 2013 and Sir John Kirwin) and subject experts for incentives and competition prizes – e.g. there were over 70 groups on the hub; (such as the Chief Economist and Chief movie vouchers and Hubba Bubba bubble 13 groups had over 50 members and Digital Officer). Each live chat received at gum (selected because of the play on were being used every week. A further least a dozen questions and were among the hub). seven groups have 40-50 employees, and the most popular activities on the hub Regulation constraints: There were internal many of these groups are being used on each week. concerns around confidential or inappropriate a weekly basis. content being shared on the hub. We worked »» An average of 230 employees were Acknowledgement of other closely with our legal team to develop clear using the hub each day in August 2013. communication disciplines guidelines for use, a governance framework, By December this had increased to an The project to introduce the hub was and monitoring processes. We put constraints average of 320 employees each day. led by internal communications. We had in place so users could not delete content support from members of the Corporate on the hub – on the premise that if users Evaluation / follow-up Communications, IT and Human Resources know that they cannot delete content teams who all contributed to the We asked hub users for their feedback about they are unlikely to post something that is project team. not appropriate. the hub in November 2013. The comments they made included: One of our Westpac Graduates was also Ongoing engagement: We regularly reviewed made available to the team and assisted with »» It’s a great place to share ideas, see what the engagement statistics for the hub. much of the administration and basic project is happening in other parts of the Bank… The number of employees who signed up management that was needed in the six and it’s so informal, everything from increased at a healthy rate, although we months leading up to the launch of the hub. did not see the level of daily visitors that we financial market updates to photos of wanted to attract in the first six months. social events. The introduction of the hub would not have been possible without involvement from »» I enjoy the hub because it’s a great way To encourage regular participation a second members of the Legal, Information Security to connect with our people from all across communications campaign was run. This and Risk teams who provided technical the bank. I love the networking aspect included the opportunity for employees to and specialist advice. This was particularly and being able to read some great news name the hub character – a small bird who important because of the regulatory stories, all in one place. regularly posts content. Over 100 suggestions environment that the bank operates in. were put forward by employees. »» I love that individuals can pop photos Technological limitations: We were not able up of events/activities they have been to automatically allocate an account on involved with across the country –
13 Issues, Crisis & Emergency Management Issues, Crisis & Emergency Management
Megan Wiltshire, Emily Davies : Bank of New Zealand Shake, rattle and roll: Responding to the 2013 Central North Island earthquakes
How do you manage communications to your staff after an earthquake in which your building appears to be the only one damaged? This was the position the BNZ Communications Team found itself in after a magnitude 6.5 earthquake hit Central New Zealand in July 2013. A strategy of regular, open and honest communications to build trust hit the mark.
Background poster child for the Wellington earthquake. Managing our messaging internally and externally became paramount to On Sunday 21 July 2013 a magnitude 6.5 earthquake hit our people’s trust and appetite to return to HQ. Central New Zealand. BNZ’s Wellington office, Harbour Quays (HQ), had been damaged and 1300 employees had Within two weeks 1000 staff were spread across five no safe workplace to return to. temporary buildings in Wellington, and the rest working remotely. Face-to-face communication became vital. An Incident Management Team (IMT) including the heads of Internal Communications and Corporate Affairs On Thursday 8 August we hosted a ‘drop-in’ day was initiated. so people could ask leaders hard questions and get honest answers. Communicating with our people became our biggest challenge – most had limited access to BNZ email Just eight days later a 6.6 magnitude earthquake hit on or intranet. Friday afternoon, causing damage to a number of our temporary locations, but also rattling people’s nerves. The Communications Team upheld one source of truth for all information, which was then repeated across all We reactivated the same communication procedures as channels. We regularly gave People Leaders accurate the first earthquake, plus ran a teleconference on Sunday information to contact team members directly, activated to help People Leaders set up briefings when their people a 0800 emergency staff number, texted 860 staff mobile returned to temporary accommodation on the Monday. numbers, and used Facebook and Twitter. Through honest, transparent, regular and rapid After a photo of damage leaked, the building became the communication there was little or no impact to our Damage to level 5 Harbour Quays, Wellington, following the July 21, 2013 Cook Strait earthquake Damage to level 5 Harbour Quays, Wellington,
15 Issues, Crisis & Emergency Management
Judges’ comment: A great response to a crisis which was obviously really effective and well received. That's the mark of a great response.
customers despite the disruption to »» The People Leaders of all those impacted – »» The ceiling and ‘in ceiling’ services are our people. their role: to support their team members being upgraded to the latest building In January 2014 we began moving our »» All Senior Leaders who communicated standard. people back to HQ in a staged reoccupation. face to face in temporary locations. »» We will endeavor to ensure your transition We engaged each team prior to their move, »» The remaining 4200 BNZ staff nationwide is as smooth as possible. put on tours of HQ and met with them – they would need to pick up work as »» You will have the environment, tools and afterwards for debriefs. needed, and they cared about their functionality you need to do your job. At March 2014 we have over half of our Wellington colleagues. people back at HQ. External Strategy The overarching strategy was: Preliminary research »» Customers who use our Wellington premises needed to find alternative »» To ensure people could return to work Research is tricky in a crisis. We quickly pulled locations for their business activities. quickly to serve our customers data to confirm HQ staff, their roles, who »» Friends and families of BNZ Wellington their People Leaders were and whether we »» To build trust through open and honest staff. While staff were receiving had mobile numbers. We researched and communication so our people would feel information, it was important that the set-up an emergency 0800 staff number safe to re-enter the building. people who care about them received the so our people could listen to the latest The first objective was to get in touch will all same messages externally. update. We devised a texting programme our staff located in the building as soon as to reach mobiles. »» Key remediation stakeholders – building possible; ensure their safety and give them owners, contractors and engineers. Throughout, the Communications Team the latest information. sought feedback (research!) from Wellington »» National and Wellington-based news Messaging internally and externally was staff on the relevance, messaging and impact media. We received some 70 media synchronised. We communicated with staff of communications – changing and adapting enquiries during the first 24 hours of the through the channels we knew they were the approach real time. crisis; many were following up hourly already getting their information, including for updates. social media and the news media. Objectives »» Wellington local government. We were open and honest with interested media so they had accurate messaging Organisational »» The Reserve Bank (RB) – We needed to stay close to the RB to reassure them we for balanced reporting. Our strategy later »» Ensure the safety of all 1300 staff. could remain operational throughout switched to reactive: we focused on the »» Guarantee no impact to customers. the crisis. people who needed information. »» Get all 1300 back working as soon as When the remediation schedule was possible. Messages clearer we pitched a story to the Dominion Post including an exclusive tour of the »» Ensure a smooth reoccupation of HQ. The immediate aftermath and getting building. The story that ran mirrored our everyone settled into alternate locations: »» Minimise the public finger pointing to communications to staff and customers. ensure a constructive working relationship »» The safety of our people is the number A ‘Return to HQ Team’ was established with key stakeholders. one priority to work on the staged re-entry into HQ. Communications »» We are committed to informing you with We continued regular, honest, consistent what is happening at Harbour Quays »» Get the most up-to-date information to all communication through multiple channels. impacted staff (and customers) as quickly »» Structurally the building performed well. Early on, BNZ’s Communications Team agreed as possible. The building was designed to move with on messaging and a media strategy with an earthquake and it performed as it »» Be open and honest with all audiences the building owners and construction firms about the state and planned future should, however some elements of the – BNZ would lead the communications in occupation of HQ. interior fitout failed. partnership with stakeholders. » The ceiling and ‘in ceiling’ services are »» Inform audiences of the progress of the » remediation work and assure them of the being upgraded to the latest building Implementation / tactics standard. building’s safety. For the first few weeks, IMT calls were set » We understand you may have concerns »» Gather ongoing feedback from those » up three times a day. We gathered key impacted throughout the crisis and about going back into the building; we information and, following rapid single reoccupation will offer you as much support as possible. sign off, the most up to date and relevant » Please bear with us. All essential services information was repeated across the »» Ensure media stories were balanced and » following channels: contained fact. are running but some processes may take a little longer. »» 0800 emergency staff hotline voice Audiences »» Tell us what further questions you need message answered »» Text alert sent to 860 impacted staff who Internal: Return to HQ remediation and reoccupation: submitted their numbers, pointing them »» All 1300 BNZ staff located in the building to the hotline »» The safety of our people is the top priority. impacted by the earthquake.
16 Issues, Crisis & Emergency Management
»» Detailed email sent to all People Leaders – pains to stress how well the BNZ has kept us with clear expectations of action all informed, initially with the 0800 number »» Intranet news and then with the regular email updates and meetings.” (staff, at drop-in day) »» Facebook page and Twitter accounts Two weeks after the first earthquake almost »» Closed Facebook groups 1000 impacted BNZers were successfully »» A central intranet site with Q&A working in temporary locations and the On July 23, our CEO went to visit HQ and remaining 300 staff working from home. be with our people. He sent an empathetic Media reported the staff communications note to all impacted staff, which was openly from Facebook. All media stories contained posted on our Facebook page. He became BNZ’s key messages and quoted BNZ the ‘face’ of communications for the first spokespeople. Media reported on fact week. Leadership was crucial to establish the not rumour. trust in the communication. People Leaders were a reliable point for We hosted teleconferences with our top 100 feedback – we sought their team feedback Senior Leaders to ensure their leadership. daily. “Thanks so much for the latest A Return to HQ e-newsletter was sent daily update... Like the structure and format of initially, then weekly. It is still sent regularly these emails which I can consolidate into with operational information. my notes out to my team, so well done.” (People Leader) A monthly blog runs on our intranet covering remediation work and news around our “The comms have been great throughout staged re-entry. the whole situation and could not ask for anything better or clearer. Well done to all Use of the company intranet newsfeed who have kept us all here in Wellington in (internal Twitter), continues to show the the loop.” (staff) transformation inside the building. A return email address was supplied on About 65 tours have been run for people written communication: “Hi team, Thanks before they re-enter the building. for your continuing updates to our situations, having this information is really helpful for Creativity / problem solving everyone.” (staff). “Hi, Thanks for your emails Soon after the first earthquake there was a over the last few days. I know that they have need for our people to reconnect and get been well received by the team.” (People answers (rumours were fast growing). We Leader). had to start rebuilding trust in HQ’s safety. The CEO published email on Facebook In just six days, we organised an incredibly attracted positive comments from customers successful, low budget drop-in day for all and staff. “So proud of my employer. You impacted staff. The day had three zones: know you can’t make money if you don’t 1. Supporting you – helpful advice, hints and care about people. Thank you”. (staff) “Good tips on technology, and health and safety. on you BNZ.” (customer) 2. HQ zone – pictures from inside the Return to HQ blogs on the intranet achieved building and a place to ask specific between 1000-1800 unique reads. One questions about that building. article received more than 20 comments. 3. BAU zone – a map and pictures showing all alternate work locations, where they Evaluation and follow-up could find their colleagues, also photos We were, and continue to be, dependent of teams in their new buildings/moving/ on feedback to inform the information working from home. needed in ongoing communication. We are Three Q&A sessions throughout the day living through this but have revised our crisis gave our people an opportunity to ask tough communication process as a result ready for questions of a panel of leaders. next time!
Results Within 24 hours People Leaders had contacted all staff. All critical and essential services were up and running within 48 hours of the earthquake. We had no incidences of staff turning up to work unaware or complaints of being ‘left in the dark’. 76% of people rated the drop in day a valuable use of their time. “I know I have said this before, but it bears repeating: I consider the BNZ’s communication processes, to be outstanding. The sincerity and frankness in answering questions is excellent. I feel sure that once things return to ‘normal’, the way that BNZ handled the outcome of the earthquakes will become a role model for other organisations to follow. Certainly, when speaking to fellow golfers and friends, I am at
17 Limited Budget Public Relations Limited Budget Public Relations
Suzanne McNamara : Convergence Splore’s sustainability message changes audience behaviour
Splore is a three-day biennial contemporary music and arts festival, 70km south east of Auckland, where people stay and live onsite. Splore set new sustainability targets for the 2014 event held on 14-16 February. Previously people left behind their rubbish, dropped single serve cups on the ground and many cars arrived at the festival carrying only one person. Splore needed to change audience expectations and behaviour to meet their new targets and Convergence Communications, as the incumbent agency working across marketing, public relations and sponsorship, managed the communication to all stakeholders to successfully change consumer behaviour and meet the festival’s objectives.
Background While few relevant examples were available we did find some festivals attempting to do similar things. However The Splore management is committed to creating a it was difficult to ascertain how they had developed leading sustainable event in New Zealand. For Splore their key messages, distributed them and subsequently 2014 it set new targets to operate with a goal of zero changed behaviour. waste and to reduce cars coming on site by 20%. Amongst other initiatives the festival introduced a parking We therefore engaged with the Splore community (our pass of $50 which was refunded on arrival if a car database of previous festival-goers) via social media contained a minimum of three people. (Facebook and Twitter) and asked them what waste messaging they thought would be effective onsite. While Galvanising the audience to effect behavioural change we did not use any of the suggestions made, the process required a consistent communications programme. was very helpful in developing the tone of the messaging. The communication had to tread a fine balance between; communicating new expectations and; ensuring the We also used external resources including books and audience wasn’t alienated, by creating an atmosphere websites to help shape the communication to the of inclusion and respect. target audience. Our research told us that we had to: Preliminary research »» Be personal The research involved looking at what other festivals »» Spark debate or discussion internationally were doing and how sustainable initiatives »» Be interactive were being communicated.
19 Limited Budget Public Relations
Judges’ comment: A good, clear entry demonstrating how communication was used to influence behaviour. Overall, this was an excellent corporate social responsibility project executed well.
»» Provide clear and concise information of technology but enjoy a brush with nature. Strategy Splore attendees are successful – generally »» Engage as many senses as possible »» Create a sustainability page on the creative, entrepreneurs or professionals website and refer all stakeholders to it, »» Create social norms through peer pressure working across a broad range of sectors with ensuring every stakeholder has read and »» Show instant results medium to high disposable income. signed the policy »» Be positive and non judgemental A family-friendly event, Splore typically »» Communicate the traffic strategy has 550 children and 150 teenagers including car passes, carpooling and (13-17) onsite. Objectives alternative transport through multi- Organisational objectives channel communication Messages »» Splore 2014 will move to zero waste by »» Introduce the globelet by creating a diverting at least 60% of waste from »» Parking at Splore is free for three or more design competition run by sponsors for landfill passengers who car pool the reusable cup »» Splore 2014 will reduce cars on site »» To lower Splore’s carbon footprint we »» Develop a media relations plan to gain by 20% and use resource efficient must reduce the number of vehicles story placement in the mass media coming on site by 20% transportation, contributing to the »» Implement an extensive social media sustainable values and principles of the »» To gain vehicle entry a car pass must be strategy to communicate new sustainable festival purchased online prior to the event. There initiatives is no booking fee charge for car passes »» Splore 2014 will work exclusively with »» Utilise direct channels to communicate sustainable stakeholders and suppliers to »» Car passes cost $50 per vehicle. The controversial initiatives like the ensure sustainability is embedded right $50 will be refunded on arrival to the introduction of the vehicle entry pass and through the supply chain. purchaser of the vehicle pass if you have to minimise any negative feedback 3+ people in your car making the parking Splore’s communication objectives »» Develop a set of fun and creative free »» Position Splore 2014 as a sustainable messaging for on-site communication that »» Alternative low-cost public transport event where the audience recognises and is inclusive and inspiring options are available to the festival site positively buys into the initiatives and »» Leverage off any advertising deals to get from three Auckland regions and the willingly changes their behaviour interviews and use the opportunity to talk airport »» Splore 2014 will engage mainstream about the festival’s sustainability goals »» A car pool system where Splorers can media pre-event to publicise Splore’s »» Develop an integrated communications share a ride and get to know other people sustainability story tactical plan to communicate expectations in the Splore community is available »» Communicate (pre-event) Splore’s of waste at the festival »» The globelet is a reusable polypropylene sustainability policy with all stakeholders »» Communicate to the audience post event drinking vessel to assist Splore in achieving to ensure universal adherence how great the outcomes were a zero-waste festival by stakeholders »» The Splore globelet is the only cup »» Splore 2014 will utilise sponsors’ media Implementation / tactics throughout the festival channels pre-event to communicate »» We employed an integrated approach, »» Splore will avoid sending 55,000 one-use sustainability messages and the communicating across all possible cups to land fill by introducing a reusable introduction of the cup to their customers channels including EDMs, social media, cup (for beverage sponsors) signage, prompts from performers/ artists »» Splore 2014 will actively engage with the »» The globelet can be purchased for $2 and to the audience, announcements at the community to ensure key sustainability used repeatedly event and coverage via media initiatives are clearly understood »» Globelets can be washed by taking your it »» The main emphasis was via social media »» Splore 2014 will deliver inspiring onsite to the Wash against Waste station with care taken to use the right tone of communication to drive the desired »» Everything you bring to Splore, you must voice. Budget was focussed to optimise changes from the audience at the festival. take away from Splore reach of key messages on Facebook »» Splore aims to be the cleanest, greenest »» Some people were upset by the Audiences festival in New Zealand and we need you introduction of the car pass, perceiving Splore is an intergenerational event attracting to play your part this as another way the festival was making money. We ensured that we kept a core audience of males and females 22-45 »» Splore is working towards a zero-waste a vigilant eye on social media during this but anyone from small children to retired festival and aims to reduce waste to time, responding to everyone and any folk can feel comfortable and included in the landfill by a minimum of 50% Splore community. negative comments. We continued to »» To achieve this we need you to pre-cycle explain and repeat the messages, sending The psychographic of the core audience by removing unnecessary packaging from the most vocal to the website to read tells us they are committed to experiencing food and using recyclable containers more. We rewarded advocates of the and partaking in contemporary culture, instead. policy with likes and comments music and art. They are savvy trendsetters »» Splore is the first festival in NZ to be who others look to for inspiration. They are »» Twitter was used extensively with many awarded Conscious Consumer Festival environmentally aware with sophisticated of the artists retweeting important Accreditation tastes. They make healthy lifestyle choices sustainability posts but still like to party. They are early adopters
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»» The sustainability story was on the bottom »» The best things about Splore are »» Audience came away feeling proud and of every media release as part of the not things empowered that they were part of a clean boiler plate to inform the media about the »» Prompts were given to artists to say when festival, posting this positivity on social festival’s sustainability on stage: media channels »» Story angles and media releases about »» Keep this beautiful place clean – don’t let »» Media coverage included stories about sustainable initiatives were written and it drop sustainable suppliers, sustainable food pitched to the media. We focussed vendors and Splore’s aim to be the considerable effort on NZ Herald being »» Look after each other and look after the greenest festival New Zealand’s largest newspaper and environment online news source »» It is amazing the efforts that Splore and Evaluation / follow-up you the audience are putting into Zero »» The website was constantly updated with Waste. Well done…Respect. Splore »» More than 150 media clippings featured sustainability initiatives, the audience coverage of music acts and news about was driven there via newsletter links and is really leading the way as NZ’s most sustainable festival the festival. Sustainability messaging was social media included in a quarter of these clips, well » This is a zero-waste festival. If you brought »» The sustainability policy was circulated » up on previous festivals. it in take it back out with you internally, to all contractors, their »» The audience was very engaged through employees and suppliers for reference »» You know it is not ok to litter but it is ok social media, with many comments and to tell each other to pick it up »» We engaged the sponsors to create a feedback made during the festival, and design competition for the ‘globelet’ »» Love and respect your Splore space – leave the sharing of posts and retweets. which was promoted via social databases no trace »» Splore created a new social norm at »» We created audience appropriate »» LED street lights throughout the festival: festivals, a self regulating community that messaging to elicit the desired behaviour »» There is no away won’t tolerate bad behaviour. Audience at the festival members were telling other audience »» Recycling is really sexy »» We created a suite of recorded messages members to pick up their rubbish when »» Thanks for carpooling – love your style by children to play through the main they saw rubbish crimes happening. stage PA throughout the event. The »» Get even luckier by being a Tidy Kiwi »» No rubbish at the festival created a great recorded messages echoed the pre-event »» All things are delicately interconnected vibe – many respondents posted feedback saying it was the best Splore and best messaging and onsite signage »» You are the past present and future event they had ever been to. »» Performing artists were given prompts to »» Lack of charisma can be fatal incorporate into their onstage dialogue Typical comments on social media: »» This site is patrolled by agents for change where possible »» Job well done!!! And it was sooo easy »» Two electronic LED street signs ran »» Sample of Printed signage: with just a tiny bit of effort from everyone. throughout the entire event with »» Love and respect your Splore space – leave »» Amazing! This and the compost toilets are messages related directly to sustainable no trace an absolute inspiration and makes me so behaviour »» Love this place leave no trace proud of NZ »» Printed signage at key points around the »» Zero waste festival – bring it in, take it out »» The world needs more people like u guys site also reiterated the messages »» Don’t let it drop who actually care and want to make a »» Street theatre communicated the difference…Good work guys!!! »» Bring it in – take it home sustainability messages throughout the »» Wouldn’t it be great if we could recycle festival. Results like this at Parachute Music Festival! Budget $9600: »» Superb work everyone. Another amazing »» Reduction in cars – 25% fewer cars Signage – $1,500, theatre – $500, consulting aspect of Splore that makes it so special. onsite, exceeding the target of 20% fees – $7,000, Facebook boosting – $100, radio adlibs – $500 »» Reduction in waste to landfill – 73% Acknowledgement of other waste diversion from landfill, exceeding communication disciplines the target of 60% Creativity / problem solving Advertising: Radio stations were asked to Sample of pre-recorded children’s messages »» Site was left clean with minimal rubbish mention Splore as a sustainable festival as which played over the PAs between in the camping areas compared with part of their ad libs. previous festivals music acts: Experiential: We engaged a performer to » Everyone used the recycling facilities »» Thanks for carpooling – love your style » create a character ‘Junkity Meg’ and perform during the festival and there was no waste theatre engaging the festival audience »» What you do affects me. What I do affects rubbish on the ground you. Let’s do good stuff together in a way that supported the ‘bring it in take »» 75% fewer cigarette butts on the ground it out’ message. We also had the Wastrels »» We are the past present and future with people opting to use the supplied (two costumed woman) patrolling the »» You owe the world not the other way canisters campsite on an electric tricycle armed with around »» Positive customer experience with loud hailers encouraging the audience to »» What were the beaches like when you phenomenal amount of positive feedback leave the campsite tidy and take their rubbish were young? from audience, sponsors and suppliers home with them. »» Don’t leave it to us to clean up your mess »» Sponsors designed cool globelets, one ran – let’s do it together now a design competition, helping to get the »» (in a mock parent tone) Now play nicely message of the reusable cup out to the with your friends, eat healthy food, clean audience up after yourself and don’t fall asleep with »» The cups became collectors items with your shoes on people collecting the whole set to take »» Be the change you want to see home with them »» Think about what you throw away because there is no away
21 Marketing Communication – Integrated Marketing Communication – Integrated
Ross Henderson, Kathryn Fitzpatrick, Karen Jones, Campbell Moore : New Zealand Police Safer Speed Summer
NZ Police faces a problem every summer: Kiwis love to travel on our roads but far too many never make it home. Summer is a risky season and it’s even more dangerous when people drive too fast. To reduce deaths and injuries in December 2013 and January 2014, Police reduced its speed enforcement threshold to 4km/h. A supporting integrated communications campaign set out to change the behaviour of people who habitually drive over the legal limit. The campaign ensured that ‘safer speeds’ became a staple conversation around most barbeques and collectively, New Zealand achieved its safest summer yet.
Background »» To understand our barriers to behaviour change we reviewed New Zealand Transport Agency’s research Tragically, in the previous year from 1 December 2012 into the mind set of speeding drivers. We also to 31 January 2013, 57 people were killed on our roads, reviewed the Ministry of Transport’s ‘Attitudes to road and 359 people were seriously injured. NZ Police and its safety survey’. road safety partners were not prepared to let this level of trauma continue. »» To gain insights into the problem we consulted the NZ Government’s ‘Safer Journeys Strategy to 2020’. At any point in time, a quarter of drivers are exceeding the speed limit in 100km/h areas. Reducing excessive »» Finally we consulted subject matter experts in the ACC speed is vital to reducing road trauma, because injury prevention team as well as our own front line irrespective of the cause of a crash a lower speed police officers. increases the chance of survival. For the first time ever, Police announced it would be Objectives enforcing a reduced speed threshold of 4km/h for a two Organisational objectives month period. The goal was to ensure more Kiwis got 1. T o reduce the percentage of vehicles exceeding the home safely from their summer break. sign-posted speed limit from 1 December 2013 to 31 January 2014 (compared to periods where the Preliminary research reduced speed enforcement threshold was not in To achieve public acceptance of Police’s “slow down” place). message we needed empirical backing. 2. T o reduce the number of fatal and serious injuries on »» We reviewed New Zealand analysis on the impact our roads from 1 December 2013 to 31 January 2014 of a reduced speed threshold. This showed speed- (To achieve fewer than the 57 road fatalities and 359 related crashes were 67% lower when the reduced serious injuries which occurred in December 2012 and speed threshold was in place over holidays in 2012, January 2013). compared to the same periods in 2008 when there was no reduced threshold.
23 Marketing Communication – Integrated
Communication objectives »» Re-frame the speed conversation from Our habitual speeders were accustomed 3. T o ensure all drivers aged 20-49 are aware being about tickets, to saving lives by to Police’s tactics over previous holiday there will be no tolerance for speeding changing the ‘face’ of police speed weekends. We needed some new material to from 1 December 2013 to 31 January enforcement at the launch event. jolt their social conscience. 2014. We used “owned media” such as police cars 4. T o generate “earned media” which Implementation / tactics and our police officers to re-frame the speed explains why the public should slow down The total budget for the integrated campaign conversation over summer. was $350,000. The public relations effort To capture the public’s imagination from the 5. T o sustain public interest in road safety was run internally by the Police Public Affairs outset, Police changed the face of some of and keep speed top-of-mind from 1 team. The associated costs for PR amounted its patrol cars, introducing eye-catching red December 2013 to January 2014. to $2,000 for materials at the launch event. and orange police cars. (Please refer to the Advertising maximised the visibility of Acknowledgments section for details on the Audiences police officers campaign launch event). Our primary audience was ‘competent’ Our advertising was simple and effective, This visual demonstration of New Zealand’s drivers (aged 18-49 years) travelling to and featuring real police officers and targeting road safety evolution generated positive from holidays who habitually drive within key moments of truth during people’s talk-ability. 3 News led their bulletin with 1-10km/h over the limit, believing it’s safe, journeys. We targeted our audience in their the headline “Police focus on lower speeds, and it’s not “real” speeding. travel planning, while on the road and at new cars for summer” and two days after their destination: launch there were another 97 stories about Messages the speed campaign’s new road safety tools. »» Road side billboards, Z stations & radio Our single-minded advertising proposition The eye-catching police cars would serve as ads featured local cops with messages like was “no tolerance for speeding this a reminder of police’s commitment to road ‘summer speeding will be stopped’. summer.” safety throughout the country. »» Banner ads ran on mobile websites which This was supported by the following key The campaign also made practical use of were popular with travellers on holiday. messages: persuasive powers of police officers. Police »» Kiwis love to travel in December and Inspiring our police officers and ACC produced 20,000 copies of a January, but far too many never make it »» The Police Commissioner emailed over co-branded road safety board game which home. 8,000 police officers, encouraging a was given to travelling families by officers on greater focus on speed over summer. the roadside. The aim of the illustrated game »» To reduce deaths and injuries Police will was simply to ‘Reach the Beach’ safely. By have no tolerance for speeding from 1 »» He led by example, pulling over drivers kids playing with their parents, we created December 2013 to 31 January 2014. himself (to the delight of news media who backseat influencers and made our messages »» All drivers are human, mistakes happen. relayed the story). even harder to ignore. Irrespective of the cause of crash, a »» An internal video made by local cops Using social media to generate ‘earned vehicle’s speed at the time of impact is the appealed to their colleagues to protect media’ and trigger the driver’s social key determinant of whether we live or die. Kiwis from preventable trauma over conscience »» Introducing a speed enforcement summer. To stimulate conversations about road safety, threshold over holiday periods where »» Staff were given key messages, which Police produced social media content which there is a higher crash risk has proven to they were asked to share with local provided strong incentives to slow down and be effective reducing deaths and injuries. communities and to local media. avoid other risky behaviours: »» If we all look after one another on our Inter-agency communications approach » Five ‘never before seen’ CCTV crash roads this summer, how many lives could » Police worked closely with road safety videos were released on Facebook and we save? partners to develop a range of themes to YouTube; each with a valuable road »» To increase our visibility Police will be keep the campaign topical: safety lesson. rolling out a nationwide trial of red and »» ACC provided funding for the Police » We filmed police officers talking orange highway patrol cars. » advertising campaign and focused on the about crashes which had affected impact of injuries on our roads. them personally. Strategy »» The NZ Transport Agency helped to »» Police convinced celebrity video blogger Police emergency lights in the rear view shift the speed conversation with a viral ‘Jamie’s World’ to create a safer summer mirror are strong motivators for drivers to TV commercial which focused on the video targeted at teenagers. slow down. But that motivation would need proposition that ‘Other people make The combined content generated well over a to be multiplied across an entire population mistakes, slow down’. of drivers and be sustained throughout a two million video views and over 11,500 shares, »» EECA provided further incentives to month period. likes or comments as people dissected the slow down by producing an infographic crashes, and what could have been done to Our strategy was to: showing the relationship between avoid them. »» Maximise the visibility of police officers reduced speed and fuel efficiency. and frequently remind drivers to slow »» The Ministry of Transport prepared a story Results down at key moments in their journeys. about the survivability of different speeds. Objective 1: Preliminary analysis by Beca »» Encourage police officers to front the »» Z Energy released tips about planning shows the percentage of vehicles speeding media, armed with safety messages when ahead for your journey. at sites where data was collated reduced crashes inevitably happen. between 50% and 75% (compared to »» Create a joint inter-agency Creativity / problem solving other periods when the reduced speed communications plan with Police’s road enforcement threshold was not in place). Attempting to reach all New Zealand drivers safety partners to ensure there were (and in particular our habitual speeders) over Objective 2: There were 42 deaths over multiple voices sharing stories about two months with a budget of $350,000 was December 2013 and January 2014, which is speed. an enormous challenge. We set out to exploit the lowest number of fatalities ever recorded. »» Facilitate conversations about road safety “paid”, “owned” and “earned” media, and While every death remains one too many, in order to trigger the social conscience to ensure the communications outcomes far during the two months there were 15 more of drivers. exceeded the size of its individual parts. people who survived compared with the same period last year. This represents 26%
24 Marketing Communication – Integrated
Judges’ comment: Very clear objectives and strategy, and the messages were spot on. The research was carefully analysed and applied and the way the Police worked with partners was very effective. There was a lot of reputational risk, and the results bear out the success of the initiative.
fewer deaths on the roads than the previous Objective 5: To ensure the campaign displayed the “price point” of road trauma in year and a 49% decrease compared with remained fresh, police and its road safety the summer the car was manufactured. December 2008 and January 2009. partners (ACC, EECA, Z Energy, Ministry »» On the far left was a 1975 grey Holden Objective 3: We achieved extensive reach of Transport and the NZ Transport Agency) HQ Police Car which said “1356 killed or across practically all NZ news media, meaning each issued released new content themes seriously injured”. our “no tolerance for speeding” message at co-ordinated intervals (please refer to the Acknowledgement section for details). »» In the middle, a familiar 2012 white was inescapable. Over 60% of drivers aged Highway Patrol car, said “416 killed or 18-49 heard the radio ads at least once. A By facilitating a multi-sided public discussion seriously injured”. total of 55 roadside billboards were erected about speed we were able to trigger the on arterial routes of main metropolitan social conscience of drivers to a much greater »» To its right a new 2013 red police car with areas and holiday hot spots. Online banner extent than paid advertising could have the decal ??? suggested the outcome this advertising targeting mobile and tablet users achieved on its own. summer was up to all NZ drivers. delivered 2,651,216 impressions. Police »» Finally the windscreen of the new orange videos released in social media received Evaluation / follow-up police car said “Still speeding? Catch 1,127,000 views. On Facebook there were ya soon.” The outcomes achieved during the campaign 353,000 people who viewed the posts, are undeniably important to all Kiwis, but Interagency cooperation resulting in 72,000 unique clicks. especially to people whose loved ones were Police’s PR activities were backed-up by road Objective 4: This campaign shows what can prevented from harm. This campaign worked safety partners who released content at be achieved through a co-ordinated multi- in combination with factors such as improved co‑ordinated intervals to support the Safer agency approach to a social issue. Police road design and safer vehicles to produce our Speed Summer campaign: and its road safety partners were highly safest summer ever. active in the media due to a planned series »» NZ Transport Agency issued media Anecdotal feedback from police officers of initiatives; appearing in 521 news articles releases in support of the campaign on indicates that the majority of motorists throughout the campaign. Messaging in 3 and 10 December. stopped for speeding were apologetic, print was strongly weighted towards our core »» The Ministry of Transport issued a with fewer complaints generally. Police also proposition: 72.5% of the messages related supporting media release on 17 December received many supportive comments, with to “4km/h speed tolerance”, 30% “Slow entitled “Slow down to survive”. feedback that traffic appeared quieter and Down”, 20% “No tolerance for speeding”, calmer over the holidays. »» EECA produced a fuel efficiency/speed 10% “coloured police cars”, 5% “Police infographic and media release on target speed and drink driving”, and 5% A full analysis of the Safer Speed Campaign 20 December. “road toll”. will be available to the public in May 2014 (including crash and injury analysis) but the »» Z Energy issued a media release about Sentiment analysis showed media coverage preliminary results look promising. journey planning on 17 January. was significantly more positive than typical »» ACC issued a media release entitled police news (achieved 25% positive The impact of the earned media in “2000 reasons why ACC supported Police messaging vs a benchmark of 4.1%). The advertising value equivalent terms (AVE x3) road safety campaign this summer” on coverage was also more polarised than usual. was over $1.5 million – an excellent result 5 February. Forty two percent of articles were neutral from a marketing investment of $350,000. towards police (vs a benchmark of 89.1%) However, the real return on investment is the Ensuring transparency and 32.5% were negative (vs a benchmark value of lives saved. The Ministry of Transport FAQs were made available on www.police. of 6.8%). This mixed tone was beneficial calculates that the social cost per road fatality govt.nz to ensure evidence linking the because it stimulated debate, generating to be worth $3,879,200 across a statistical relationship between speed enforcement and more coverage throughout the campaign. life. Therefore the social cost saving relating reduced road trauma was readily accessible to By the end of the campaign, news media to 15 fewer deaths over the Safer Speed the public. reported that most Kiwis supported the Summer campaign represents a statistical Mobile initiative. Fifty seven percent of AA members saving of $58,188,000. surveyed (n=10,000) and 66% of people A mobile web page was also created to link surveyed by the NZ Herald (n=8,900) Acknowledgement of other through form online banners. The mobile supported the campaign. communication disciplines page featured an engaging behind-the- scenes video, showing the ‘making of’ the In wrap-up coverage by One News, one Media Launch event advertising campaign and heartfelt messages member of the public said: “I think it’s a from local cops. good rule, I think it slows everyone down on To re-frame public perceptions of speed the road.” Another said: “Once you get used enforcement we staged a media launch in to it, why not? If it’s going to save people Civic Square in Wellington. Four different from getting hurt on the road then it’s a good model police cars were arranged like a thing, obviously.” car sales yard. Each vehicle’s windscreen
25 Marketing Communication – Integrated
Alisha Thomas, Angela Spain, Georgia Boyce : FCB PR and Activation Sony: Message in a bottle
The Sony W Series MP3, a waterproof MP3 enabling people to listen to music underwater, was struggling to grab consumer attention because of a unique problem – it sounded too good to be true. Many grappled with the belief that the product really worked. As a result, FCB PR & Activation faced the challenge of finding a way to engage consumers and increase sales, while proving without a doubt that the Sony W Series MP3 is 100% effective. The solution? Engaging target audiences by providing the ultimate product demonstration, the bottled MP3; an MP3 available for purchase within a water-filled bottle.
Background The answer came when we spoke to potential buyers. After explaining that the product lets you listen to Sony’s W Series MP3 is an incredible, category-leading music underwater, the standard response was a innovation; an all-in-one MP3 player and headphone set disbelieving “really”?. that can literally be worn and listened to underwater. The fact is, for most people, water and electronics just Sony launched the player in March 2013, with high hopes don’t mix. As one of the first underwater headphone/ it would be well-received by consumers. Unfortunately, MP3 player combinations on the market, consumers it failed to make a splash in the electronics market. simply hadn’t yet been able to see the innovative product Sony’s innovative reputation and some national media in action. relations wasn’t enough to convince buyers to take the plunge. Sales were poor and the product had sunk to a lowly placing as the 35th most popular product on the Preliminary research Sony website. To understand existing barriers to purchase, FCB PR & Six months on, with Christmas looming, Sony was Activation held consumer focus groups asking the target desperate to give the product another push. Despite audience what had prevented them from purchasing a being a global brand, consumer electronics is a small- Sony W Series MP3 during the initial product launch. margin, highly competitive category in New Zealand. For The overwhelming response was: ‘Does it really work’? Sony, this translates to small local marketing budgets. This insight proved to drive the campaign strategy, So why was buzz around the product so damp? shifting the core focus from re-launching the product, Distribution was good, Sony had implemented national to proving to the target audience that the Sony W Series PR to initially launch the W Series MP3 and the product MP3 really works. had plenty of profile on Sony’s well-visited website.
26 Marketing Communication – Integrated
»» Interaction with the activation was also filmed and seeded as sharable content to online national and international Judges’ comment: A good, well-structured and innovative advertising publications, celebrating the initiative that tied itself well to objectives and results. innovative idea and encouraging global It was a hard task to change people’s attitude to what coverage Second, a contra-based PR programme they might not think they needed. It was creative, strategic, »» Using the water bottle as “new news”, and clever, identifying the exact point of market resistance. we re-contacted many of the consumer media that had already featured the W Series MP3. We offered a free water Objectives Strategy bottle as a reader promo prize, effectively FCB PR was tasked with the following To re-ignite sales we’d need to reassure swapping a $99 product for hugely objectives: consumers that water and electronics really valuable editorial space. »» Lift December and January sales of the can mix. But how would we convince our Third, a tightly targeted influencer outreach W Series MP3 by 20% (versus 2013 target audience that with the Sony W Series campaign through Twitter and Facebook. monthly average sales per month). Typical MP3, listening to music while you swim We knew the bottles could generate talk. We Christmas lift for the category is c10% is possible? just needed to get them, or at least an image »» Achieve coverage of the Sony W Series For journalists, the W Series MP3 was old of them, in the hands of the people that MP3 in national New Zealand media news; they’d already been approached would be interested enough to share it with during the summer period when the product launched in March. It was their followers. Therefore our social media clear that telling people the product was outreach programme consisted of three tiers: »» Promote the unique capabilities of the waterproof wasn’t convincing enough. We »» People that were talking about the Sony W Series MP3 in all communications, needed to prove it. helping New Zealanders understand the aquatic centres that housed our vending new realm of possibilities available with Our strategy was to dramatise the product machine, identified through social the innovative W Series MP3 in a way that would not only demonstrate its listening waterproof credentials, but also earn some »» High profile sports people that would much-needed media coverage. Audiences be most interested in waterproof We created an entirely new ‘owned’ asset, headphones. Seventeen active social To increase sales, it was vital that FCB one that could demonstrate the product, media users were identified and sent an PR acutely identified the accurate target get it in front of swimmers and re-ignite image of our water bottle. Swimmers like audience and media: conversation around the waterproof MP3 in Lauren Boyle, rower Mahe Drysdale and Target audience: a way it hadn’t been before. kayaker Mike Dawson, were targeted in »» Swimmers and sportspeople This owned asset was the humble water this outreach »» Gym-goers bottle. We would submerge the W »» A handful of swimmer “super Series MP3 in transparent water bottles; influencers”; highly connected New »» Affluent spenders then through innovative placement and Zealanders that offered potential earned »» Consumers who like to stay up-to-date influencer outreach use these surprising new reach and were known swimmers. with the latest technologies ‘owned’ assets to get swimmers, and the These included Amber Peebles and Liam »» People talking about the aquatic centres nation, talking. Messam, with each sent a physical bottle, that housed our vending machine, encouraging them to endorse it via their identified through social listening Implementation / tactics social media channels Target influencers: First, we filled clear water bottles with water and placed a W Series MP3 in each. Creativity / problem solving »» High profile sportspeople who are also To take on the challenging task of re- active on social media We focused distribution of these to generate maximum earned coverage: launching an existing product to the »» High profile New Zealanders who have New Zealand market, the strategy and Firstly, a surprising addition to swimming pool a large social media following and are implementation had to be creative, insightful vending machines. known swimmers and ‘wow’ consumers. Target media: »» We filled the top two shelves of an energy Insight: drink vending machine with our bottles. »» Widely-read consumer media with an This was a standard vending machine The key insight was that in order to grab engaged audience that you’d expect to see at a gym. The the attention of the target audience, we »» Technology bloggers only difference was that our “drinks” needed to prove how effective the product is. The bottled MP3 was the perfect product »» National online media appropriate for were $99! demonstration, clearly illustrating the features shareable content »» The vending machine moved around and benefits of the W Series MP3 in front of »» International online media, considering three Auckland aquatic centres, in which the target audience, even offering passersby the product is globally available tightly targeted paid media assisted to the chance to immediately purchase direct swimmers to the bottled MP3s. This the product. Messages included ambient formats such as decals at the end of pool lanes, floor decals Imagination: The key messages of the campaign were as at pool entry ladders, changing room Until recently, listening to music underwater follows: eyelites and digital screens, as well as geo- was impossible. Demonstrating the »» With the Sony W Series MP3, people can targeted mobile display to people in close effectiveness of the W Series MP3 in such listen to their favourite music, underwater proximity to the pool an engaging and indisputable way fostered »» The Sony W Series MP3 is available for »» The purpose of the vending machine media and consumer imagination of the purchase for NZ$99.99 was to generate talk about the product. possibilities now available to them via purchase of the Sony W Series MP3. »» The Sony W Series MP3 is truly effective On-the-spot purchase decisions were not the focus, although they would be a Uniqueness: »» The Sony W Series MP3 is a revolutionary positive outcome product We were able to take an ordinary everyday experience, the process of purchasing a water
27 Marketing Communication – Integrated
bottle from a vending machine, and make it Many readers even claimed they now unique, by adding the waterproof MP3 into intended to purchase the waterproof MP3s. the mix and creating a new way to engage The effect of the coverage was made clear with the target audience. on Sony’s website. The product had been Innovation: the 35th most popular product prior to the The innovation lay in the transformation of campaign. As the campaign unfolded, it the traditional vending machine into a pop- rose to the 3rd most popular, just behind the up retailer capable of selling bottled MP3s mighty PS4, a new product with c.9 times the for NZ$99.99. Never before had Sony, or its marketing spend and overwhelming global competitors, developed an activation like this coverage. in the New Zealand market. How can we be sure it was our campaign that drove these results? Results »» No other supporting activity was in market FCB PR was tasked with the following: for this product Objective 1: »» No price promotions were used during the campaign period Lift December and January sales of the W Series MP3 by 20% (versus 2013 monthly »» Data shows typical seasonal sales uplift average sales per month). Typical Christmas would only be 10% lift for the category is c10% Needless to say, the client was thrilled with Result 1: the results. “A brilliant media approach that delivered incredible sales and unprecedented Because each exposure was a product interest in the product from consumers demonstration, this approach drove incredible in New Zealand and around the world.” results. The campaign achieved a 400% sales – Group Manager, Brand Activation & uplift, 380% more than was outlined as a Communications Sony NZ. target by the client. In fact, Sony completely sold out of the product in December. Even the vending machines sales performed well, Evaluation / follow-up with 33 bottles ($3,200 worth) sold directly To gauge the success of the campaign, FCB from just one vending machine. PR & Activation measured the following: Objective 2: »» Results against objectives: to prove the Achieve coverage of the Sony W Series MP3 campaign achieved everything it set out in national New Zealand media during the to, all results were compared with the summer period. original objectives, and found to be in excess of initial targets Result 2: »» Sales results: This information was Using the bottles as contra re-ignited damp provided by the client and, as there was media relations and secured coverage in no accompanying activity that may have mass titles including Woman’s Day and NZ affected sales, any increase could be an Woman’s Weekly online. The client even used accurate measure of the effectiveness of the bottle to secure coverage on TV One’s the campaign Breakfast. »» The rank of the W Series Walkman on The seeded content to online media and www.sony.co.nz: The website analyses social outreach earned coverage which the most popular items and provides grew exponentially. Highlights included the data to Sony. This was monitored by coverage of the bottled MP3 by Perez Hilton, Sony throughout the campaign and an Mashable, Reddit, TIME.co.uk, and the UK’s overwhelming increase in the popularity Independent. By turning a humble water of the Sony MP3 Walkman was recorded bottle into a leverage-able ‘owned’ asset that could surprise and demonstrate the product, »» A review of the potential audience we reached a potential audience of more reached: this was monitored by recording than 500 million people worldwide. the number of monthly unique browsers for each publication that covered the Even our small group of ‘super influencers’ bottled MP3 online, and readership played their part, sharing the bottled MP3 figures supplied by print publications with more than 140,000 followers. »» A review of the number of influencer Objective 3: followers reached through social media Promote the unique capabilities of the Sony outreach efforts W Series MP3 in all communications, helping »» A review of the volume of coverage which New Zealanders understand the new realm of incorporated the campaign key message: possibilities available with the innovative W at least one or more key message was Series MP3. included in all coverage Result 3: As all coverage included a demonstration Acknowledgement of other of the product, not only did this mean communication disciplines key messaging was included in all media As part of the integrated campaign, paid coverage, but readers were able to media in aquatic centres and gyms was understand the effectiveness of the W Series present to drive gym-goers to the vending MP3. Coverage drew large volumes of reader machines. This included pool decals, eyelite comments, with one piece of coverage posters and static image adverts on television generating 1172 comments, proving that screens within gyms. readers were well engaged with the product.
28 Marketing Communication – Integrated
Kristie Penwarden : Professional Public Relations NZ The Fiji Airways mid-air wedding campaign
In August 2013 PPR implemented a unique, integrated campaign which saw five Kiwi couples get married in business class, simultaneously, on board a Fiji Airways flight between Auckland and Nadi at the world record altitude of 41,000ft. PPR created the distinctive campaign to support the rebrand of Fiji Airways from Air Pacific in New Zealand. The hugely successful campaign not only achieved a Guinness World Record, it captured the hearts and minds of Kiwis, and generated interest off-shore via media coverage and online networks but, importantly, changed the lives of 10 deserving Kiwis forever.
Background a Guinness World Record title for the world’s highest altitude wedding at 41,000ft. The couples won an Fiji’s national airline, Fiji Airways (FJ) rebranded from accommodation package, and for two witnesses to Air Pacific on 27 June 2013. It was an 18-month attend. They had to turn up to the airport dressed in transition journey which saw new A330 aircraft join the wedding attire, ready to be married, and were not aware fleet, a new website, fleet overhaul, and new branding of the GWR attempt. that linked FJ with its homeland. The new aircraft boasted state-of-the-art facilities and, importantly, a premium PPR suggested an integrated campaign spanning media business class offering. relations, online (Facebook and entries via fijiairways. com), and working with a radio partner to help find the Recently, while still well known for its Fijian hospitality, winning couples, and drive national brand awareness. Air Pacific’s reputation had suffered due to ageing branding and on-board facilities. The new FJ provided a world of opportunities for the airline, its staff Preliminary research and networks. Given the campaign’s logistical complexities and potential To celebrate the rebrand of FJ from Air Pacific, FJ gave investment by FJ, PPR undertook significant research its PR agencies across the globe a short brief: raise across three key areas prior to the campaign going ahead: awareness of the new FJ brand, with a focus on the new firstly, could the GWR be achieved in the timeframe? aircraft and facilities. Was there an existing record, and would we have all the elements to fulfill GWR requirements? Ongoing PPR created and implemented the PR-led, FJ mid-air discussions were had with the UK-based GWR team to wedding, a campaign which saw five Kiwi couples tie source information on the records, check applications the knot on FJ’s flagship A330 in Business Class, on a and timings. flight between Auckland and Nadi, while attempting 29 Marketing Communication – Integrated
Judges’ comment: This was a complex entry. It was distinguished by thoughtful and detailed problem solving, and good integration. It was a very memorable campaign, well executed.
Secondly, PPR undertook ongoing discussions »» Achieve positive media coverage across also those who like a bit of ‘quirky’, or just with Internal Affairs, and reviewed NZ all mediums for FJ, focusing on online a bit of old fashioned romance marriage legislation to ensure that we would (allowing online integration). Specific »» Partner with a radio station that will be legally marrying our couples. For example, client KPI: Achieve an item on a prime effectively deliver on the objectives of all licenses had to be applied for at least three time NZ television network and an widespread branding for FJ and providing working days ahead, and in NZ [airspace]. exclusive article in a key print publication FJ with opportunities to integrate online Thirdly, underpinning all of the above, PPR »» Provide viral and social media activity had several discussions with the Civil Aviation opportunities to generate interest Weaved throughout the strategy was, Authority to find the nautical mile boundaries throughout NZ and other FJ markets however, balancing our PR objectives with in which we had to work to ensure we would keeping it all still about the couples, as they be within NZ airspace. This research was Audiences had chosen to share their big day with us. relayed to FJ’s Chief Pilot so he could plan »» New Zealand residents aged over 18 several flight path options that would ensure years, legally able to be married. FJ’s key we were a/ at the record altitude and, b/ Implementation / tactics target customer base is 18+ still within NZ airspace in order to fulfil both The integrated campaign was driven Internal Affairs’ and GWR requirements. »» Keen travellers, those who want to get by PR, with PPR managing many of the married or remarried, and want to be a key components and providing counsel Research around timing was critical. We part of something great where appropriate, for example while FJ researched the upcoming same sex legislation managed all Facebook activity, PPR made timing and subsequent high-profile same- »» Media, we had KPIs to achieve exclusive recommendations for campaign integration. sex wedding campaigns so we would not coverage on TV and in a major print be ‘lost’. It had to be a day the A330 was publication. Also, MoreFM as radio The PR and radio component of the budget scheduled to fly from Auckland, and had partner was critical to the strategy was $36,500 and evenly split (PR: June- available seats in business class, and it had to »» Current and potential Facebook fans of FJ. August) and radio (three weeks over late be a media-friendly day while still being close Potential database subscribers July-early August). All sponsored Facebook enough to the rebrand date of 27 June. posts were managed by FJ independently, as »» FJ global markets, with a focus on those were the GWR associated costs. In researching the right radio partner, PPR active on social media knew of previous campaigns Mediaworks had Logistics: undertaken with unique weddings, and that Messages »» PPR lodged all application with GWR, MoreFM’s networks and listenership would invited the adjudicator, and managed »» Air Pacific has rebranded to FJ achieve our objectives. that relationship »» FJ is Fiji’s national airline »» PPR sourced a suitable celebrant open Objectives »» The new FJ A330 aircraft offer the best to this unusual arrangement. PPR liaised Organisational in service, with modern state-of-the-art with Internal Affairs throughout to facilities and in-flight entertainment ensure the department was satisfied the »» Raise awareness of FJ and the rebrand; and position FJ as New Zealanders’ first »» FJ is celebrating its rebrand by offering wedding was legal, and to expedite the choice when it comes to travel to Fiji five Kiwi couples the chance to be married process for the couples when applying for on a flight between Auckland and Fiji their license »» Highlight the new A330 aircraft with its premium business class offering and »» The FJ mid-air wedding is the biggest »» PPR assisted FJ to apply to modern on-board facilities launch campaign FJ is running globally, accommodation providers to be partners reflecting the importance of the NZ in the campaign »» Support the rise in seat capacity, by market helping to increase seat sales »» PPR liased with Auckland Airport and FJ’s »» Kiwis have a strong affinity with Fiji, ground staff to ensure MoreFM’s Breakfast »» Reinforce the link between Fiji and choosing to be married or celebrate their Crew was able to broadcast live from romance honeymoon there the airport, and we were able to set up a »» Drive visitation to the new FJ website and room for the couples to get prepared for increase FJ subscriber database Strategy their big-day »» Reinforce the importance of the NZ PPR recommended a two-pronged strategy »» PPR organised the dressing of the FJ market to FJ for the campaign that would successfully premium check-in area, the departure lounge and business class cabin in PR raise awareness of FJ: wedding-theme »» Position FJ as a fun and engaging airline, »» Increase newsworthiness and social/ which also offers its customers a premium viral opportunities by devising a unique, Media relations and radio activity: in-flight experience enhanced with Fijian creative campaign that would capture the »» PPR distributed a series of releases seeking hospitality imagination of the media and public, but applications from Kiwis in the first phase;
30 Marketing Communication – Integrated
pitched exclusives with Seven Sharp across so many touch points – be it media and NZ Woman’s Weekly. Following the engagement, primetime television coverage, lapse of TVNZ’s exclusivity, PPR pitched social media hits, staff and cabin crew the resulting video and GWR release to engagement and of course, the opportunity key media to claim a world record.” »» PPR partnered with MoreFM, briefed them FJ launched a NZ-focused wedding package on the concept and FJ’s key objectives off the back of the success of the mid-air (branding and online opportunities). wedding, resulting in a massive increase in MoreFM i-framed the FJ website, and set sales of wedding and honeymoon bookings up a social media showdown as the voting to Fiji (Please note: FJ does not disclose sales forum. PPR and MoreFM were in daily data publicly). contact throughout the campaign as PPR PPR held a debrief session with MoreFM, key received all the entries and helped choose feedback included the FJ branded page at the finalists who would then compete www.morefm.co.nz receiving 25,415 unique »» PPR drafted all copy requirements for page views, with a total of 40,803 page MoreFM, and managed the relationship impressions over the entire campaign period. Comparatively, a two week online campaign Creativity / problem solving usually receives between 2,000 and 6,000 page impressions. Branding campaigns are not new so PPR knew it needed a particularly special creative PPR and FJ received unsolicited feedback from idea to drive the new FJ brand, and give FJ GWR’s Chris Sheedy: “On a personal level, the spotlight it deserved considering the for the brides and grooms, it was thrilling complete brand overhaul it was undertaking. and unforgettable but still totally personal While logistically a challenge, it was a simple and intimate. On a brand level, the messages and unique creative idea and PPR, from »» PPR leveraged additional media you communicated to the public are strong, experience, knew that Kiwis would be open opportunities eg, MoreFM broadcasting solid and exciting. They will be broadcast to such an idea. live from Auckland Airport and internationally, no doubt you have achieved interviewing all couples something that would scare most people off The campaign itself was months in the at the first hurdle – even the most battle- logistical planning before it went live in July, »» Achieved media interest across FJ’s other hardened PR gurus. Your organisation of the with the research undertaken ironing out any markets; successfully cut-through online event was flawless (and I have seen many of problems we encountered. conversations at the announcement of the campaign going live, and following the biggest events around the globe over the GWR: the first record we applied for was the successful GWR attempt reveal with last 15 years!). Congratulations!” denied, but the ‘highest altitude wedding’ specific online spikes in NZ and the US Overall, the PR-led integrated campaign was suggested which would need to happen achieved all client objectives while providing at 41,000ft. We had to rework the flight plan »» Successfully provided FJ with viral and five Kiwi couples with a life-changing to be in NZ airspace at 41,000ft, a challenge social media opportunities: GWR analysis experience that will live with them forever. given an A330 needs time to get to that shows the campaign reached an audience altitude safely. The new flight path now took of 16 million globally; the Facebook reach us over much of the North Island before on was 806,400, Twitter reach: 72,474 Acknowledgement of other to Fiji. and views of the video produced by FJ communication disciplines numbered 28,2011 We knew from the research it took time to As outlined in the entry, Fiji Airways was apply for a record, and that it would only be »» Well exceeded client expectations with responsible for implantation regarding confirmed three months later, if successful. more the 441 Kiwi couples applying; all Facebook and social media updates. PPR’s We knew the PR opportunity would have details added to database role was to provide the opportunity for this passed, so it was decided to engage the local »» FJ has seen an increase in sales, integration, and to provide counsel regarding ANZ GWR adjudicator to attend the wedding, particularly wedding traffic, to Fiji since social media and online integration wherever officiating on the spot. the campaign required. However, PPR was responsible for the radio component, and completely Originally we wanted four couples to win »» FJ set a GWR. FJ’s campaign has been managed this. over radio and four to win by turning up named a finalist at the Festival of Media to the airport ready to go. Discussions with Asia Pacific Awards and the Festival of Auckland Airport reinforced the security issue Media Global Awards 2014 and licence application made this difficult. »» It was MoreFM’s most successful campaign of 2013 Results »» The FJ branded page was the number one »» Achieved client KPIs: branded item on viewed page on the More FM website TVNZ’s Seven Sharp (Craig Stanaway was for the month of August 2013. As the on board the flight); two page article in competition page i-framed the FJ website, NZ Woman’s Weekly – both showcased this traffic was directed there as well business class »» Online coverage:NZ Herald, Yahoo!NZ and Evaluation / follow-up others. The NZ Herald posted the video FJ PPR held several debrief sessions with FJ produced on the wedding (http://www. following the event to discuss results vs client youtube.com/watch?v=chNQDbtSuaw) objectives. FJ stated that this was one of the »» MoreFM reported live from Fiji following most successful campaigns the airline had the arrival ever undertaken, achieving their objectives »» Successfully achieved a balance between and being a truly integrated campaign. campaign objectives and keeping it Client feedback: “It was an extremely personal for the couples successful campaign for us, since it cut
31 Marketing Communication – Public Relations Marketing Communication – Public Relations
Joanna James, Natasha Gillooly, Strahan Wallis : Porter Novelli NZ Tui Plumbers Go Global
At Porter Novelli we believe ‘viral’ doesn’t just happen, but stems from an exceptional idea, good planning and a big helping hand to get noticed. There’s ‘always something brewing’ at Tui. Getting lads to plumb their mate’s house with beer, and capturing it on camera, brought this to life. Porter Novelli’s job was to get the resulting video noticed. The 317 million global media impressions we secured drove video views and social media sharing, making it the most-watched New Zealand-produced video in 2013, and shared 51,000 times by fans on Facebook in 48 hours. Job done. And then some.
Background Our own research told us that Kiwi media were not going to cover such a heavily branded YouTube video Tui operates in a crowded, highly competitive market. that was deemed too commercial. However, insights The brand faces continual pressure to differentiate itself garnered from our international partners confirmed to and become less reliant on its ‘yeah right’ marketing. The us that an overseas audience would see the merit in the brand targets Kiwi men aged between 23 and 29. prank, being unfamiliar with the brand, as long as it was A concept, ‘Beer Plumber’, was developed for Tui by pitched appropriately. Saatchi & Saatchi, based around having a bunch of lads plumb their mate’s house with beer and capturing it Objectives on video. The business objectives of the overall ‘Beer Plumber’ Our brief was simple: We want New Zealand media to campaign were to maintain momentum of spontaneous cover our prank. Get our video noticed. Secure a million awareness of the Tui brand and to maintain or grow the views to help create buzz around it before the ‘Beer popularity of the brand and to show growth in market Plumber’ advertising kicks off. Ensure we are prepared for share of the overall beer market. All indicators are any potential issues. measured on an ongoing basis by market research. Preliminary research The overall above and below-the-line multi-discipline marketing campaign comprised four phases Tui’s own brand insights informed the decision to become and objectives: less reliant on its ‘yeah right’ brand positioning and look 1. PR – Seed (build intrigue and create social for new ways to capture attention for the brand and media currency and newsworthiness locally and deliver on its irreverent brand positioning. internationally, resulting in media coverage) We knew the target demographic were predominantly 2. PR and ATL – Reveal (claim Tui involvement and start consumers of television, commercial radio, social media to scale interest) and online news sites. The video concept of the lads pranking their mate suited these channels perfectly. 3. Advertising – Amplify (create large-scale awareness and cement Tui’s role)
33 Marketing Communication – Public Relations
Judges’ comment: A clever, tightly executed project that delivered outstanding results. Objectives, audiences, strategy and implementation are all well linked and underline a cohesive project that reflects great PR thinking and insight. All aspects of a tightly defined task were considered – including media training and reputational risk management to achieve an exemplary project.
4. Advertising – Activate (drive brand We prepared a range of pitch material the prank to come through in the pitch engagement and purchase) and engaged the support of our network process. The solution was to develop a Specific: Get 23 to 29 year-old Kiwi men of offices in other key markets. Particular range of pitch material ourselves, including talking about this video before above-the- emphasis was placed on the UK, North key messages, and to make this available to line activity starts. Secure media coverage in American and Australian markets as these are our teams overseas. They did a stellar job New Zealand. the regions that typically shape the English- of pitching the prank and the results speak language, human-interest story agenda in for themselves. Measurable: Secure one million views the media. and create buzz around the prank plus Potential backlash The unbranded video was placed on YouTube mainstream media coverage before the Positioning the video during the ‘Seed’ phase and on the first day of the campaign, was advertising kicks off. as something the pranksters had filmed and seeded as above and pitched to media as per engineered themselves always carried the Achievable: We believed the job was our strategy. achievable with the right strategy that utilised risk of backlash. We pre-empted charges of our international network. Our international teams seeded and pitched media manipulation by being up-front in the extensively on the first day and as a result pitching process and not attempting to hide Realistic: The timeframes were tight, the the prank was featured on the UK’s Daily our involvement in publicising the prank. client was nervous due to the high risk Mail website and Huffington Post, which The pranksters and their ‘victim’ were given concept and pressure was high. The budget labelled it ‘possibly the best prank ever’. intensive media coaching and we managed was tight but covered the scope of work. From there, we continued pitching and all interviews closely. The boys had indeed We were confident we could deliver above seeding to outlets who ran it and linked to done the plumbing work themselves, and beyond the brief. the video such as Buzzfeed, which labelled it although they did have some technical Timeframe: We had a very clear timeframe ‘the most epic prank of all time’, USA Today, help with the hidden cameras and initial as advertising was booked and our peak The Mirror Online, The Sun Online and more preparation work by Tui to ensure the stunt activity had to be fast and furious. than 100 other media with an international would be possible without compromising the readership or viewership. As expected, local taste of the beer. So when they were asked if uptake was paltry initially, with the first piece Audiences the stunt was part of a marketing campaign, of New Zealand coverage appearing on they were able to say they had done the Primarily: RadioLIVE, with the prank given the thumbs work themselves but with some help from a »» 23 to 29 year-old male Kiwi beer-drinkers. up by Marcus Lush. brewery to provide the beer. Biased towards broadcast media and This push continued around the clock online news channels, and social media. for three days. To amplify coverage and Overt branding »» Tui brand fans: over the years Tui has keep momentum up, we had a second Our strategy of going offshore first, overcame attracted a wide fan base for its ‘yeah phase and pitched local and international any commercial cynicism here and locals right’ branding. We wanted to extend interviews with Russell Brown, the lucky became delighted that a Kiwi prank had been this fan base and delight them with house owner, and Sean Brown, his brother noticed around the world. some unique and interesting content. and the main ‘prankster’. Their authenticity The lads involved had a proven track record These fans encompass a wide range of worked well for media interviews and both of playing their own pranks on each other New Zealanders and therefore mainstream lads were media trained by Porter Novelli and we were able to draw on this to position media coverage would help us reach them on the importance of sticking to agreed them as the main characters behind the and drive even more traffic to the video. key messages. stunt. The screen presence, enthusiasm and »» Media: international and national, Then, 48 hours after the video was first natural roguishness of the pranksters made mainstream and online. posted, seeded and pitched, we again them excellent talent – a bonus we exploited approached New Zealand media and given to good effect. Messages the international interest, suddenly the locals Drinking and alcohol issues were interested. Only two days into the Porter Novelli’s messaging for each phase campaign, we had achieved our objective We were highly aware of the potential issues of the campaign focused on specific of having a million Kiwi men between 23 around alcohol consumption and promotion audiences to build towards achieving and 29 watch the video and consume our and developed a comprehensive issues our objectives of mass views and social media messages. response and management plan around media sharing. this. This included ensuring that water was Phase 1 – Seed plumbed back to the house shortly after Creativity / problem solving the prank was unveiled and that all involved »» ‘Kiwi lads pull off the ultimate prank’ Problem solving: drank responsibly throughout the prank. »» ‘You’ve got to watch this’ International co-ordination Our messages for phase one were Results targeted at international media, as well as Ensuring a consistent approach to the pitching process was important. The results need no embellishment New Zealand media and influencers in order or superlatives. to spread the video through mainstream Notwithstanding cultural and media and media budget. differences in each of the key markets, In terms of communications, the YouTube we knew the way we wanted it done. video racked up more than a million hits It was essential for the roguishness of in the first 24 hours and secured 51,000
34 Marketing Communication – Public Relations
Facebook ‘shares’ in the first two days. »» Total male spontaneous awareness Acknowledgement of other The video, and the buzz around it, generated increased by 9.5% year on year communication disciplines 33 pieces of coverage in New Zealand with »» Popularity increased by 8% year on year ‘Beer Plumber’ was an above and below-the a total reach of 4.3 million people. As a (the target had been to maintain and halt line multi-discipline marketing campaign, result it was seen by more than one million decline) the concept and idea developed for Tui New Zealanders before the advertising »» Tui market share grew from 20.4% to by Saatchi & Saatchi. The PR and seeding campaign began, exceeding the viewership 25.3% during the campaign period. component of the campaign was the initial objective set at the outset. Tui Brewery has stated that our work ‘lit the and most crucial phase of the campaign. It was the most watched New Zealand- fire’ for the ‘great brand momentum’ over What followed was a three month campaign produced video in 2013. the six-month period following the ‘Beer that included other disciplines including To date 7.7 million people have seen it, Plumber’ campaign. advertising, sales promotion, direct marketing and social media. in 224 countries. Tui has also attributed the success of the In terms of media coverage, the story campaign’s above-the-line component to the Porter Novelli worked closely with Saatchi & generated more than 317 million online success of the initial PR efforts and resulting Saatchi and the team at Tui on the execution media page impressions globally and YouTube views. The Tui team commented of the experiential component, the plumbing the pranksters were interviewed on TV that the above-the-line campaign would not of the house, to ensure additional imagery programmes from Melbourne to LA. have resonated as highly with its audience and video assets were captured for editorial were it not for the resounding popularity of media use. We also worked with PHDiQ It generated 43 items of coverage in Australia and Union Digital on the digital and social reaching 13.9 million people, 14 in the USA the video and Porter Novelli’s work to ensure the video did indeed go ‘viral’. media strategy for ‘Beer Plumber’ to ensure reaching nearly 71 million worldwide and that our media pitching complemented Tui’s 10 in the UK reaching 219 million globally. The client said: “Porter Novelli’s hard work digital media buy and social media activity, Total international coverage stands at 104 and dedication on the Tui Plumber campaign predominantly on YouTube and Facebook. was exemplary! The team listened to the brief pieces with a combined total reach of Saatchi & Saatchi produced the resulting TV 315.8 million. and answered it perfectly. Their feedback and honest opinions were appreciated. advertisements from the prank footage and Tui’s Dutch owners in Amsterdam took Their day-to-day media contacts, as well the media buy was managed by SparkPHD. notice, as has Porter Novelli’s international as international scope, are better than The above-the-line campaign rested largely leadership. any other agency I have worked with. The on the initial video being a viral success, and dedicated team worked tirelessly in driving this was achieved largely through Porter Evaluation and follow-up views of the YouTube videos and social Novelli’s initial work and securing extensive global media and online coverage, of Tui’s ongoing Colmar Brunton brand metrics engagement for the stunt, which resulted in the prank. were used to evaluate the extent in which the outstanding media coverage, both nationally campaign, and Porter Novelli’s work, achieved and globally. Simply put, PN outperformed business objectives. ‘Beer Plumber’ positively our expectations. The team are a breeze to impacted key brand metrics including: deal with.” »» Spontaneous awareness and consideration In March 2014, the ‘Beer Plumber’ campaign among Tui’s core 18–24 year demographic was awarded two Axis Gold awards in the PR/ grew by 9.7% and 12.3% respectively Experiential and Viral Film categories.
35 Not for Profit Public Relations
Judges’ comment: These truly great projects met the objectives and delivered communications worthy of the noble causes represented. Not for Profit Public Relations
Sharon Walls : Mercy Ships Mercy by Moonlight
Mercy by Moonlight was an evening ferry cruise created to raise public awareness, increase media exposure and fundraise for free surgeries provided by volunteer crew on the hospital ship operated in Africa by Mercy Ships. Guests sailed for two jazz-filled hours while enjoying wine and canapés, silent auctions and inspirational storytelling by local Mercy Ships crew. A dynamic video tastefully focused the evening on the life-changing services Mercy Ships provides. As a high return on investment is a cornerstone of the Mercy Ships ethos, the entire experience for 227 guests was completed at a cost of $2,976. www.mercyships.org.nz
Background Preliminary research Mercy Ships is an international charity which operates a Analysing the charity’s database revealed an ageing donor hospital ship providing free health care services to people support base. This was identified as a major concern, in extreme poverty in Western Africa. New Zealanders requiring new engagement with potential middle-aged have a long history of strategic involvement. and younger donors. Holding the Mercy by Moonlight event on board a ferry The timing of other charity events in Auckland was noted focused a media campaign leveraging the charity’s to minimise competition for the target audience. profile following a 60 Minutes feature. We lifted public Using the core competencies of the charity, the interest awareness, reconnected with past volunteers, and arenas of: African development, the sea, health care and provided a unique platform for people to engage with Christian values were isolated. Online research identified Mercy Ships through a meaningful, yet entertaining, individuals and companies from these sectors to approach evening at sea. Low overheads enabled all funds raised about donating goods and services. to be directed towards sponsoring operations for Africa’s poor. A PESTEL study was completed to identify issues that might have impacted the event so the appropriate
37 Not for Profit Public Relations
planning could be undertaken. Worst »» The volunteer involvement of local Mercy case weather scenarios presented the Ships crew members in Africa was used greatest threat. to anchor press releases, and the event was pitched alongside the articles in the Objectives Western Leader, Central Leader and North Shore Times. Organisational objectives: »» An event page with information and links Through the project we sought to: to purchase tickets online was set up on »» Raise public awareness of Mercy Ships Mercy Ships’ Facebook page. in the Auckland region, particularly in »» Facebook was used primarily to thank and the two week period preceeding the promote sponsors. May 18 event. »» An online link to the 60 Minutes Mercy »» Generate $10,000 from 250 guests. Ships feature was included in all event »» Engage 10 new regular donors and one communication to guests and sponsors. new crew volunteer. »» People on the existing database »» Volunteers were vital to staging the event »» Strengthen alumni connections by were sent personal invitations to with a micro-budget. Three Manukau creating a programme to which they bring their friends and hear stories Institute of Technology Public Relations could bring their friends and share their from the New Zealand crew featured students were involved in the event Mercy Ships experiences. on 60 Minutes. planning and assisted in procurement, »» Provide a high-calibre evening for facilitation, design and media promotion. interested parties, while appropriately Messages Other volunteers were recruited to help highlighting the healthcare needs of with administration, food service and The event was used as a platform to hosting at the event. Africa’s poor. communicate these key messages about PR objectives: the organisation’s mission to guests and to Implementation / tactics »» Maximise the recent national television the media: Mercy Ships’ objectives for the event were profile by creating an opportunity for »» Africa’s extreme poor have no access to achieved by: the charity to be covered by local news health care without external help. »» Weekly meetings that were held for outlets. »» Mercy Ships provides a transportable the team members responsible for »» Have articles published in four local papers platform (the hospital ship) for the specific tasks. announcing the event, providing ticket provision of free health care services sales information, and telling the Mercy in developing nations which includes »» Making contact with three targeted Ships story with website information surgery that changes the lives and future newspapers. The story pitch was made included. outcomes for Africa’s poor. through a telephone call and was followed up with a press release. This »» Strengthen ongoing relationships with »» Mercy Ships has a unique business included the crew member’s story, high- local media. model: the crew are volunteers who quality images, contact information for pay their own way. Many supplies are »» Grow the Mercy Ships database with new an interview, and a request for website gifts-in-kind so operational costs are names through exposure generated by and ticket information to be added. kept to a minimum, creating a low cost media releases. Complimentary event tickets were per treatment. »» Use social media primarily to provide offered later. »» Everyone can help make a difference promotion for, and feedback to, » Selecting the crew for interviews – event participation, donating and » event sponsors. with the media and at the event who volunteering all play a vital part in helping represented the maritime, healthcare and Mercy Ships accomplish their mission. Audiences Christian sectors. »» Nurse Nicholas Booth, one of the crew » Personal connections were used whenever Mercy by Moonlight emphasised the hospital profiled during Mercy by Moonlight » possible to secure food and auction ship connection by using the ferry venue, explained his reasons for volunteering. item donations. The first phone call to a and the ambience created by being on the “I went to make a tangible difference company was followed up with an email water at night. Thus the audience specifically to less fortunate people with respect detailing the event, its larger purpose, and targeted comprised people in the Auckland to their everyday lives. It was special the promotion the company would receive region who were: to visit a couple of children to see the through the event sponsorship. »» Maritime people interested in the hospital difference made because they received ship operationally. These people are also major orthopaedic operations. One lived »» Volunteers who were recruited to achieve potential volunteers for key positions. in an orphanage and the other in a the strict 30 minute window set by Fullers »» Medical and dental professionals who rehabilitation centre. Both are now able to to set up and to dismantle the event. This identify with the charity’s health care move independently whereas before they necessitated finely tuned organisation: work, the specialities performed under were dependent on others all the time for each person had a list of responsibilities, rigorous circumstances, and in the unusual most of their daily living activities.” timelines and a floor plan. medical conditions that are treated on »» Having all the elements for the event board. Most short-term volunteers are Strategy queued and itemised on the dockside in readiness to be loaded immediately after needed from this audience. »» Fullers ferry company was approached to »» Churchgoers, as the charity is Christian- donate a vessel and crew for three hours, the ferry berthed. based. Hearing about Mercy Ships valued at $8,000. »» A post-event thank you letter that was sent to donating companies volunteers putting their faith into action »» Two ferry site visits occurred to plan food appeals to this audience. Event promotion service, the lay-out for the silent auctions, with screenshots of their exposure on included a double ticket ‘give-away’ guest flow and, most importantly, to Facebook, the uniquely designed table-top aired on two Christian radio stations strategise setting up the event within the promotional cylinder displaying their logo, in Auckland. time-frame allowed. and a description of the surgery their donation provided. »» The logo was designed incorporating the »» Milestone dates were tracked on a romantic appeal of the moonlight harbour timeline and team members held to cruise to attract couples. account to meet deadlines.
38 Not for Profit Public Relations
Judges’ comment: Mercy by Moonlight was a one-off event with long-term positive repercussions for the organisation. Mercy by Moonlight had an almost non-existent budget, yet still managed to reach its target audience, achieve its fundraising budget, grow its database and strengthen media relationships. The project obviously touched the hearts of those who could support Mercy Ships.
Creativity / problem solving television interview occurred after the event. Evaluation / follow-up One overseas community newspaper article A jazz singer created immediate ambience »» Extensive qualitative feedback was and two local newspaper event commentaries as she performed on the ferry’s forward achieved by the specific design of with images were also published post-event. deck while the 227 guests embarked the the event ticket. On the reverse of each There were 18 separate media exposures. moonlit vessel. Guests collected their first numbered ticket – required to collect complimentary drink and mingled as the »» The fundraising goal was exceeded by the complimentary drinks – a ‘comments’ vessel sailed past the city lights and under $13,228 generated from the event. section was created with tick boxes for the Auckland Harbour Bridge. Guests were »» 227 ticket holders joined the cruise, and Silent Auctions (for student feedback), drawn to view the silent auction items by the approximately 90% were in the targeted Mercy Ships and Cruise (for Fullers), and jazz artist relocating to the auction venue, age range. space to write a few words. The incentive and canapés were served immediately. The to provide feedback was the promise of »» $3,420 was raised through 20 silent dimmed shipboard lighting was enhanced two ‘spot prizes’ for guests. auctions. by chiffon-wrapped, table-top candelabras »» 58% of the guests provided qualitative »» A post-event article in Fullers staff carrying hidden battery-operated candles, feedback, for example: “Enjoyed the newsletter highlighted the event and the as naked flame was forbidden. experience, thank you for the opportunity charity with positive feedback. Great care was given in the artistic display to be here and meet so many people of the silent auction lay-out in the extremely »» A range of seven canapés were supplied with such a deep love and passion for confined space on board the vessel. Particular at zero cost. Wine was purchased with a Mercy Ships.” The feedback was in turn attention was paid to height and dimension, designated donation, at wholesale price. passed to Fullers and the students, who visual balance, and the promotion of the The sale of surplus wine to the volunteers were exceptionally pleased to receive high-value auctions. The items for auction with permission from the supplier specific comments to be used for their included several gift bundles such as a brought the final catering cost to $808 own purposes. above budget. ‘Breakers’ signed basketball and shirt, a week »» Of the 133 comments, six were for two in a resort on Norfolk Island, and a »» Media relationship-building was constructive remarks for improvement. room make-over package. achieved as 11 reporters, newsreaders, The remainder of the comments were very To provide sponsorship profile, attractive photographers and editorial staff positive. Many guests gave encouraging ‘sponsors cylinders’ were specifically designed participated in the event with verbal feedback regarding how they to feature the sponsors’ logos and these were complimentary tickets. Mercy Ships articles enjoyed the evening as they disembarked placed on tables strategically throughout have since appeared in nine of the media the vessel. outlets the attending media represented. the ferry. »» A follow-up letter was sent to all guests A national radio show host who had »» 90 new names were added to the Mercy and volunteers thanking them for making volunteered with Mercy Ships emceed the Ships database. One person became a a difference with Mercy Ships through event. An hour into the cruise she introduced Mercy Ships representative, three people their event participation. expressed an interest in volunteering on a short inspiring video about the charity’s » The qualitative evaluation of all media the ship in Africa, and 10 guests became » work in Africa and entertainingly interviewed exposures showed that the key messages ongoing donors. three local crew members during the were communicated in a very positive 30-minute programme. »» Favourable feedback was received from tone. The images provided by Mercy Guests completed their auction and sponsors, for example, “Thank you for Ships were published, the press release sponsorship purchases during the remainder sending the pic through, that is fantastic! information used, in six cases a Mercy of the two-hour voyage. They disembarked in I’ve passed this on to Mark so he’s aware Ships video link was given, and in all but an enthusiastic, cheerful group. the exposure that Vineonline had at your one case the charity’s website information event and on Facebook AND on your was added. website. That is really great; he’ll be so Results » The Mercy Ships New Zealand website pleased. Thanks again and all for such a » registered a small but definite and Media goals were exceeded by the eight good cause, makes me proud to be a part consistent increase in the level of activity Auckland-wide newspaper articles, and two of it.” radio interviews. Two ‘retweets’ were made during May. »» A post-event article in Fullers staff by the radio stations that aired interviews newsletter highlighted the event and prior to the event. Two of the articles were Mercy Ships with very positive feedback. given front-page exposure on the target newspapers’ on-line versions, and a follow-up
39 Not for Profit Public Relations
Courtney Bennett : Telecom New Zealand Lee Hales, Georgia Moselen-Sloog : Whitaker Group Givealittle by the Telecom Foundation, the Growth of Zero Fees Fundraising in New Zealand
In early 2013, Givealittle was relatively unknown but by the end of the year, it was the online fundraising site on everyone’s lips and all over the news! After the Telecom Foundation purchased Givealittle and made it free to raise money for worthy causes, a solid public relations programme helped educate Kiwis about the site and encouraged generosity to New Zealanders in their time of need. The result was huge growth in Givealittle, with donations increasing five-fold in a year and about $4m total donations during 2013.
Background At acquisition, Givealittle had processed $2.8m in donations over four years. Just fifteen months on, this In November 2012, the Telecom Foundation, the has grown to $8.1m and donations have been tracking charitable arm of Telecom New Zealand, acquired online recently at an annual rate of over $6 million. Much of fundraising website Givealittle.co.nz. The site relaunched this growth is attributed to the public relations strategy as New Zealand’s first ‘zero fees’ online fundraising throughout 2013. service. Givealittle provides a platform for community groups, schools and individuals to raise funds through supporting donors who can be sure that 100% of their Preliminary research donation gets through without anything deducted. The Our research was focussed on identifying the factors Telecom Foundation picks up the administration and contributing to online fundraising success and development costs for Givealittle, which currently amount gaining insight into donor motivation so we were to about $800,000 annually. well-placed to educate Kiwis and encourage more With Givealittle’s zero fees position providing a unique people to use Givealittle. Based on the following key benefit to both fundraisers and donors, we needed findings, our objectives, key messages, strategy and to educate New Zealanders about this to encourage implementation evolved: further generosity.
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»» Desktop and Givealittle user research: d. Digital natives Implementation / tactics Four-year history confirmed that donors – To generate cause content and to share There were very limited communications seek to engage directly with causes, and Givealittle content and stories across resources, with the public relations strategy are often concerned by how much of their their networks developed and implemented with time-only donation is lost in fees. 2. NZ media contributions from Givealittle’s Marketing »» Primary research: Discussions with Manager and the Telecom Foundation »» To support coverage of causes stories and media outlined preferred stories, Communications Advisor. information required and best process for forge relationships that support positive engagement. brand awareness Media Relations »» Experience testing with media: Regular communication and pitching of Demonstrated significant lifts in website Messages causes to key media outlets including traffic, donations and social media General public, donors and cause owners in-depth conversations with Campbell conversation when coverage of causes (fundraisers) Live, Seven Sharp, Stuff, the New Zealand Herald and the Herald on Sunday to build included a clear Givealittle cause page »» Givealittle is New Zealand’s only URL (in all media formats). The Herald on relationships and identify what types of fundraising platform that does not charge stories were most desirable. Sunday coverage of Rodney Gordon in service or transaction fees, meaning December 2012 is an early example of this 100% of every donation gets through to Creation of the ‘Givealittle Media Update’, a – the coverage of the cause resulted in an the chosen cause subscribed email update featuring a selection additional $25,000 donations in days. of causes, provided another way to connect »» Givealittle is for all New Zealanders »» Analytics analysis: Uncovered that spikes with media. Interested media are then directly in visitors to Givealittle directly results in »» Givealittle is proudly owned by the introduced to the cause page owners to new users and the generation of fresh Telecom Foundation develop the story. ‘cause page’ content. Media Supporting media to create cause pages to support story subjects and the »» Givealittle is home to authentic Kiwi development of direct links and widgets for Objectives stories and unique content that reflects audience engagement. Organisational objectives the New Zealand community User Communications 1. Drive $3.5m donations via Givealittle in »» Givealittle receives no commercial gain via FY14 (July 2013 – June 2014) cause coverage Publication of user support documents to encourage the creation of high quality 2. Incr ease the number of active cause pages »» Fundraisers benefit more if a link to their cause page is included in an article content on Givealittle and to support users by 25% sharing and promoting their own story. This » Coverage drives a wide range of positive 3. Double unique visitor numbers to » assists users to pitch their own story to media outcomes including donations, other Givealittle in 2013 and thus improve their own fundraising supports and ongoing peer distribution via efforts. Communications/PR objectives social media 1. Raise the profile of Givealittle cause pages General Implementation for all audiences via media channels Strategy Development of a highly visual monthly 2. Build effective relationships with Our strategy was a solid public relations generosity scorecard published on Givealittle, New Zealand media to improve awareness programme with a focus on media Facebook, Twitter and within the media of Givealittle relations coupled with best practice user update. This acts as a report back to all audiences about how much money has been 3. Build brand awareness of Givealittle and communications: raised and the range of causes benefiting. recognition of the Telecom Foundation’s Givealittle’s cause content (fundraisers) were contribution through the zero fees central to the strategy. When new cause Sharing of coverage and key milestones on promise pages are created at Givealittle, a wealth of social media (Facebook and Twitter) and with media to ensure further audiences witness 4. Educate Telecom people about Givealittle unique information is provided; we needed the power of Givealittle. and encourage their involvement to leverage the existing content. The stories throughout 2013 already existed within this information; they Creation of social media ‘game’ “Givealittle just needed to be brought to life and to reach Guess” – audiences guess what the total Audiences a wider audience. monthly donation amount will be via Facebook and Twitter using the hashtag Givealittle believes every member of the Delivery of the strategy involved developing newsworthy pitches and regular #givealittleguess. The closest guess wins a New Zealand public is a potential cause Givealittle voucher. This game was created to owner (fundraiser) and donor. By building communications based on the existing cause content to entice media to delve a little build the online community further, with a awareness of Givealittle we motivate the focus on appealing to digital natives. creation of new high quality content. deeper into the stories behind the causes. We understood the array of different Sharing of media coverage across Givealittle Key audiences Givealittle causes had the potential to pull social media channels, including a dedicated 1. NZ public the heartstrings of all New Zealanders and ‘In the News’ tab within Facebook and profile in the ‘Best of Givealittle’ section to a. Potential cause owners (individuals, school we needed to harness this through media amplify the distribution of cause stories and and charity fundraisers) coverage. encourage engagement. – To assist with generation of new content In our experience, when engaging Givealittle Use of Telecom Foundation and Telecom on site content reaches the public, it sets off a chain of events: increased donations, new cause social media and internal communication b. Donors content created and added awareness of channels to celebrate Givealittle cause stories – To donate to causes on Givealittle Givealittle, all of which helps grow Givealittle in the news and milestones, amplifying readership and engagement of people. c. Telecom people even more. Channels include Telecom’s ‘digital wall’ – To become champions for Givealittle and (a large format video screen at Telecom’s spread the word to Kiwis Auckland headquarters), customer newsletter, staff intranet and celebration videos.
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Judges’ comment: The project turned what was a very small fundraising website into something more than double the size (in terms of donations, cause pages and visitors) less than a year later. The team were very clever in terms of working with media to raise the profile of the website, while at the same time sharing inspiring stories about New Zealanders. Givealittle is an ongoing initiative, and a shining example of how corporate responsibility can serve to deliver an excellent not-for-profit programme with real benefits.
Creativity / problem solving coverage throughout 2013: »» Dee and Gene page (associated with Telecom) received significant coverage Though the correlation between media »» 1st quarter: 12 pieces of coverage including NZ Herald print and online. coverage of a cause and increased donations »» 2nd quarter: 20 pieces of coverage to the cause page was identified in the »» Regular internal coverage via Telecom’s »» 3rd quarter: 38 pieces of coverage preliminary research, it became clear that if communication channels the URL link to the Givealittle page was not »» 4th quarter: 40 pieces of coverage included (online or offline) then the coverage Givealittle data shows causes receive Evaluation / follow-up did not result in as many donations, or new 64% of their total fundraising goal raised It is clear that throughout 2013, Givealittle pages created. This is particularly relevant to within 72 hours of media coverage, by the Telecom Foundation surpassed online, where a click through link is makes it compared to 9.6% of the total in the expectations in terms of both awareness easy for readers to immediately engage. 72 hours prior (based on analysis of eight and financial outcomes. We have measured To combat this, we worked hard to get cause pages). this based on clear growth in donations, site the hyperlinked URL addresses included 2. Build effective relationships with activity data and media coverage. within articles by emailing a request to New Zealand media to improve awareness Our data shows cause pages receive 64% of journalists and editors. This approach of Givealittle their total fundraising goal raised within 72 has been very successful with journalists Result: Now connecting with over hours of media coverage, compared to 9.6% joining the celebration by sharing donation 100 journalists every week! of the total in the 72 hours prior – clearly volumes with follow up articles and social showing media coverage has a significant media commentary. »» Subscribers to media weekly has grown to 115 effect on donations and therefore the total Dr Jared and Get Lily Home are examples of growth of Givealittle across 2013. »» Inbound media queries are now frequent causes that had a URL link in media coverage At the start of 2013 media awareness of 3. Build brand awareness of Givealittle and from when it was published and then Givealittle, the breadth of its content and its recognition of Telecom Foundation’s received significant donations. zero fees position was still low. Stories were contribution through the zero Now we rarely need to request links. usually due to team or cause owner pitching. fees promise Increasingly, Givealittle widgets are Now we regularly field inbound media embedded in online articles and break out Result: Huge increase in awareness enquires about particular causes or Givealittle boxes feature in print articles. »» Unique traffic to site 4.5 times higher in in general, showing how our strategy has 2013 come full circle. Results »» Over 100,000 donors contributing to over A recent example showing the media Against Organisational objectives 4000 beneficiaries reaching out to Givealittle is Tobi and Sarah Lawton’s Givealittle cause set up by Campbell »» Growth of Facebook community from 1. Drive $3.5m donations via Givealittle in Live. Givealittle supported Campbell Live in 1586 at 31 Dec 2012 to 4155 at 31 Dec FY14 (July 2013 – June 2014) 2013 on two stories, Angus Little and fan 2013 Result: $3.95m by 28 Feb 2014 fundraising for Team New Zealand. This Attribution to Telecom Foundation The full year target achieved in just seven activity, coupled with the Campbell Live months, compared with the entire 2012 T wo of many Facebook comments team’s understanding of Givealittle, led to result of $880,000. thanking Telecom: the show approaching us to coordinate a campaign to support the story they were 2. Incr ease the number of active cause pages “I am thankful to everyone who donated, working on regarding the Lawton’s termite- by 25% shared the post, kept us in their prayers and everything in between. I am also infested home. The cause page was set up Result: 194% increase thankful that Telecom provides a platform on February 27, and as at March 5 has raised 1918 new cause pages created in 2013 like givealittle for people like us.”– From $194,368. compared with 653 new cause pages Gloria, Clint’s Fight for Life. Givealittle and the Telecom Foundation intend created in 2012. “Givealittle is such a fabulous idea and to harness the increased awareness to further 3. Double unique visitation to Givealittle in will make such an awesome difference to grow generosity in New Zealand through our 2013 peoples lives. Telecom gets terrible press relationships with Givealittle users, the public Result: More than quadrupled unique and I think it’s nice to say well done for and media of New Zealand. visitation! the good things you are doing to make a 620,775 visits in 2013 compared with difference.” 135,845 in 2012. 4. Educate Telecom people about Givealittle and encourage their involvement Against communications / PR objectives throughout 2013 1. Raise the profile of Givealittle cause pages Result: Significant engagement from via media channels Telecom people Result: Increase in coverage over 2013: »» Telecom people regularly using Givealittle, Successfully pitched cause content to as shown on the website. media with a significant growth in media
42 Paul Dryden Tertiary Award Paul Dryden Tertiary Award
Anna Johnstone, Caroline Leeming, Zureena Habib, Alexandra Harman, Nina Magan : AUT University – Outside the Square Auckland’s Most Noteworthy Teacher
The Aotea Youth Symphony (AYS) is a community orchestra with 70 members aged 12–20. Low AYS awareness meant declining membership and concert attendance. Outside the Square (OTS) increased the symphony’s profile, attracting new members. It leveraged International Music Day and International Teachers Day, creating a competition lead by former member and X Factor host Dominic Bowden. Auckland’s ‘Most Noteworthy Teacher’ competition was run through traditional and social media. This led to a recital at the Auckland Art Gallery conducted by Dominic Bowden and built relationships with music teachers and students, increasing the profile of the AYS among target publics.
Background website by integrating social media would help recreate their online user experience. By establishing the inaugural The AYS was formed in 1986 by Music Director ‘Most Noteworthy Music Teacher’ award the AYS could Paul Harrop, ONZM, and recruits young talented build awareness among Auckland based music teachers classical musicians to perform a range of classical and and the key publics and become a symphony young contemporary music across the Auckland region. The musicians would choose to join. Auckland community-based symphony had suffered from stagnant recruitment levels in recent years resulting in a number of positions being filled by older players, friends Preliminary research and even parents. In order to gain an understanding of both the AYS, With only a handful of Auckland school and private music target publics and potential communication methods the teachers referring students for auditions, the symphony following forms of research were undertaken: needed to grow the number of these relationships and Briefings: OTS was briefed by the members of the establish long-term partnerships, to increase recruitment AYS committee members that included both parents and general awareness of the AYS. and players. Furthermore, the AYS suffered from a poor digital and Focus Groups: Members of the AYS were brought social media presence. Information presented on the AYS together after rehearsal to form a focus group where they website was outdated and deepened the problems of low were asked how they were introduced to the symphony recruitment and lack of awareness. and asked for their thoughts on social media including A campaign to drive target publics to a brand new AYS the Facebook page.
44 Paul Dryden Tertiary Award
Judges’ comment: A very clever title which matched the cleverness and creativity throughout the campaign. This award had the wow factor.
Desk Research: A review of competitor To build relationships with new partners: that young people would have a desire to be websites indicated using key words on the As a community based group much of the part of the AYS. AYS website could vastly improve search funding comes from the nominal annual engine optimisation. A Facebook page, while membership fee, sponsors and individual Strategy active, was closed to members only, which donations. New partnerships would help prevented interest from AYS fans and the the AYS with ongoing costs. OTS sought to Pre-event activities general public. establish relationships with two new partners We created a competition to find Auckland’s Communications Audit: Regular client and secure $1000 worth of prizes for the ‘Most Noteworthy Teacher’ which leveraged briefings ensured our campaign remained competition. off both International Music Day and well aligned with the core values of the AYS. International Teachers Day. This allowed Audiences AYS to establish new relationships by Media Content Analysis: A media analysis recognising the hard work that teachers Music Teachers: Teachers who provide both showed a consistent profile in print media put into cultivating young talent. Central to private tuition and teach in schools were however the website and social media was our campaign was an online competition targeted as both could provide the AYS with poorly maintained or non-existent. that allowed our publics to vote for the potential new members. most noteworthy music teacher in Auckland Objectives Aspiring young musicians grade five and through a newly developed website. above: Young musicians will often already be To establish ongoing relationships with Event music teachers throughout Auckland: Music in their school orchestra, AYS needs to appeal teachers are the symphony’s main sources of to musicians who are wanting to add to their The AYS partnered with former AYS player referrals for new members. The AYS wanted performance opportunities. Dominic Bowden and the Auckland Art to create more ongoing relationships with New partners: Partners were sought to Gallery to stage a performance with a photo music teachers from throughout Auckland provide prizes for the competition. It was call of Dominic Bowden conducting the to widen the pool of talent to draw upon. hoped AYS would be able to form ongoing orchestra. The concert was held during the Our aim was to generate at least five new relationships with these partners. school holidays which resulted in a large enquiries about AYS from teachers by the number of young people attending. end of the campaign and at least five new Messages enquiries to audition for the orchestra within Implementation / tactics The following key messages were designed the first two weeks following the concert. to increase the profile of the AYS among Auckland’s Most Noteworthy Teacher To create a youthful internet presence: The teachers and students and to create a more In order to raise the profile of the AYS within image of AYS was updated by creating a new youthful and exciting image of the AYS. the student and music teacher communities, logo and website. The previous website was »» The AYS is an opportunity for aspiring we developed the ‘Most Noteworthy Music out of date with too much text and lacked young musicians to play in a symphony. Teacher Award’. The competition was run clarity and vibrancy; it was unappealing to the online, housed on the (newly developed) AYS » The AYS will cultivate your student’s younger eye. The logo was not visible in most » website, and allowed students to nominate musical talent and give them of the symphony’s publications, and where and vote for their favourite private or school opportunities to perform both it was it did not reflect the youthfulness music teachers. Teachers were contacted internationally and locally. of the symphony and its uniqueness. The directly upon their nomination, and again Facebook page was a closed group that was We knew that we had to reach out to one week into the voting period, prompting not updated on a regular basis. We aimed music teachers within Auckland to grow them to encourage their students to vote. to get more than 100 likes on Facebook by the symphony’s profile and to widen its The competition ran for two weeks, from the end of the campaign and 50 individual recruitment efforts. Simultaneously, we also the 13–27th September, 2013. Students participants in the competition. knew that we had to create an edgy feel, so cast a total of 877 votes during this time,
45 Paul Dryden Tertiary Award
a thrilling result that far exceeded any of Results our initial expectations. Prize sponsorship As a result of this campaign raised awareness was secured from KBB Music and the Lewis of AYS amongst key publics was achieved: Eady Charitable Trust, giving us a grand prize worth $1500 for the winning teacher. »» The event was attended by over 150 The only costs incurred by AYS relating to people, with the venue reaching full the competition was the purchase of three capacity. $50 vouchers, given to randomly-selected »» Traffic to the AYS website, which was voters, meaning we came in well under our minimal before the campaign, increased $200 budget. to over 300 hits per day. Following the use Awards Ceremony and Concert of direct communication with Auckland’s music teachers via email, traffic increased The culmination of the ‘Most Noteworthy by 180%. Music Teacher’ competition was an awards ceremony and AYS concert, held at the »» There were nearly 900 competition Auckland Art Gallery on 3 October 2013. entries through the website. According Ex-symphony member and X Factor host to analytics data, voters heading to Dominic Bowden agreed to host the event, the competition page also spent time creating a photo call where he conducted the browsing the other pages. orchestra. He also presented the award for From the start of the campaign, we achieved ‘Most Noteworthy Music Teacher’ and the news media coverage in print, online and student prizes. Given the AYS’s preference broadcast, including: for performing in beautiful and unusual »» Central Leader article locations, the Art Gallery was the perfect »» 9 online news wire posts venue – and the connections made during this campaign mean it stands as a potential »» Planet FM coverage venue for future concerts as well. The »» The AYS Facebook page accumulated 150 concert/ceremony was attended by over 150 + likes over 42 days, with posts reaching people, many of whom were drawn in by the an average of more than 300 users music as they wandered around the gallery, organically. thus boosting the AYS profile within the »» Our YouTube video from the concert wider community. received more than 150 views within a Social Media and Website Development few days following the event. To increase AYS’s online presence, we redeveloped their existing website and Evaluation / follow-up Facebook page. With the website our main We evaluated our campaign by looking at focus was on developing a more user-friendly raised awareness and engagement from experience – a cleaner design with less text, stakeholders: more images, and clearer layout enabling »» With traditional and social media easier access to desired information. AYS’s coverage, we increased awareness existing Facebook presence, a closed group, among key publics. We evaluated this has been redeveloped as an open page where throughout the campaign through social the symphony and its supporters are able to media engagement from stakeholders as actively and easily engage with one another. well as website traffic. We met all of our We also developed a social media guide, to objectives for social and traditional media. assist the AYS in maintaining these platforms at the conclusion of the campaign. »» Following the campaign, we surveyed the Symphony for feedback which was largely Creativity / problem solving positive. Members of the Symphony were excited by the concert as well as by the Despite working with a small budget and an launch of the social media sites and the exceedingly tight time frame, the campaign re-launch of the website. we produced was of exceptional quality » We also evaluated based on stakeholder – garnering significant engagement from » engagement following the concert. We students (as potential symphony members), received positive feedback from teachers music teachers and possible partners for during the campaign, and following the future ventures. concert, AYS had five teacher enquiries. Our greatest triumph, by far, was securing » Three new musicians signed up for AYS the Auckland Art Gallery as a venue. We had » shortly after the campaign. One of these considered, and confirmed, several other musicians was a viola player, previously locations prior to this, however circumstances in shortage with the orchestra. At the arose each time which made these options beginning of March 2014 the AYS had unsuitable or unfeasible. Our final alternative 12 new players since the end of the fell through just 48 hours before our event campaign, at the same time the previous was due to take place, forcing us to consider year it had eight new members. the possibility of having to cancel the event. Quick thinking, and tight negotiations, »» Through the campaign, AYS has allowed us to confirm the Auckland Art established relationships with KBB Music, Gallery as a venue within just 24 hours. We the Lewis Eady Charitable Foundation, could not have asked for a more perfect and the Auckland Art Gallery. All three outcome, particularly given the pressure we were happy with the campaign and were under at the time. indicated that they would like to continue a relationship with AYS.
46 Special Event or Project Special Event or Project
Crystal Beavis : Strategic Lighting Partners Ltd Turning the spotlight onto LED road lighting: Road Lighting 2014, 11-12 March, Auckland
The inaugural Australasian conference for road lighting authorities and professionals, Roadlighting 2014: InnovationEfficiencySafety was the brainchild of Strategic Lighting Partners (SLP), a small consultancy spearheading a new strategic advisory service on LED road lighting infrastructure. The purpose was to inform industry stakeholders about LED road lighting – a disruptive technology that saves energy, saves costs, saves lives and reduces crime – and to create a more receptive audience for SLP and its services. The conference successfully contributed to a wider strategy to gain acceptance for the new technology by building stakeholder support and delivering messages packaged for key audiences.
Background SLP decided to incorporate the establishment of a road lighting conference into its overall business and Strategic Lighting Partners (SLP) Ltd is a start-up communications strategies to help position SLP as an consultancy that provides business case analyses for expert in its field, provide a platform for international New Zealand councils on LED road lighting. It wants to expert voices in New Zealand, and provide a vehicle to position itself to attract more work in this growing new package the messages comprehensively for the industry. field, but must do so in an infrastructure field dominated big consultancies such as Opus and Beca. Preliminary research LED road lighting offers huge cost-efficiency and safety advantages, but there is resistance to this rapidly- Advantages of LED road lighting: developing technology due to lack of knowledge in Strategic Lighting Partners was formed after one of the the market. Yellow HPS has been the standard for partners was commissioned to produce a report for about 40 years and is still routinely procured for new the NZ Transport Agency on “Strategic Road Lighting roading infrastructure. Opportunities for NZ”. This and a subsequent report It is now timely to promote LED road lighting. The for an Australasian Road Safety conference in 2012 road lighting standard AS/NZS 1158 is under review to uncovered huge benefits available from LED road lighting. allow for LED. New legislation is expected to require It is a disruptive technology that uses half the electricity of New Zealand councils to produce 30-year infrastructure high pressure sodium (HPS) lighting, reduces maintenance strategies from next year. costs by more than 75%, allows for easier and more
48 Special Event or Project
Judges’ comment: This was an excellent entry that was clearly described and presented. The objectives were clear, concise and attainable and the strategy and tactics were well aligned with the objectives. The audiences were well thought out and the messages excellent.
precise lighting control, and helps create Audiences core group of high-profile US speakers. This safer conditions for road users, reducing allowed for some early planning, conference The conference programme was designed crash rates and street crime. branding, website design and development to to attract general managers, technical take place. However, the conference was not Obstacles to the introduction of LED road and finance managers, and political advertised and no commercial sponsors were lighting: decisionmakers responsible for governing approached until the NZ Transport Agency and managing road lighting infrastructure Other research uncovered obstacles to (NZTA) agreed to partner the conference, and and electricity networks in New Zealand the introduction of LED road lighting as Local Government NZ (LGNZ) and the Road and Australia, as well as professionals in outlined above. Despite its cost-effectiveness, Controlling Authorities (RCA) Forum also road lighting equipment, advisory services, LED lighting is perceived as an expensive agreed to provide supporting endorsement in contracting services and urban development procurement item. Despite its long history mid-December 2013. as a safety measure, road lighting is not and design. Commercial sponsors were approached recognised as such in Government policy The conference plenary programme was on a “sector by sector” basis within the documents worldwide! designed to help answer questions faced by industry to enable each sponsor to have an council CEOs, CFOs and asset managers who A gap in the market for a road lighting exclusive sector sponsorship. Seven industry face a common set of challenges: how to conference for New Zealand and Australia: sectors were identified, and all sector harness the new technologies, and how to sponsorships were eventually filled. (There SLP examined all the large international make procurement decisions that indemnify were no traditional “gold” and “silver” lighting conferences and the lighting sectors councils from risk. they cover. conference sponsorships, and this was a The conference exhibition was designed deliberate strategy.) Pricing to provide a showcase opportunity for Identifying and attracting speakers, NZ public sector association annual equipment manufacturers, advisory and developing the programme: conferences were priced and our prices were contracting services. kept below these levels to reflect the public A core group of US speakers who could cover sector conference partnership. Messages the US municipal and municipal consortium experience and US road lighting research LED road lighting : Objectives had been identified at the earliest stage of »» Is well-tested in the field internationally planning to allow the conference concept Organisational: »» Provides major benefits in cost-efficiencies to be partnered with confidence by EECA »» Position SLP as an expert in LED road and road safety and then by NZTA and others. NZTA was asked to provide formal invitations to these lighting »» Can be introduced using well-proven speakers and to host them at a meeting »» Contribute to LED road lighting becoming funding mechanisms geared to asset in Wellington following the conference. the technology of choice for New Zealand owners’ requirements This top core group of speakers – from Los and Australian infrastructure owners and »» Should be considered now to meet the Angeles Bureau of Street Lighting, New York managers changing regulatory environment Department of Transportation, Seattle City »» Develop a strong market for SLP advice »» Experts are available to help – and SLP is a Light (and the Municipal Solid State Lighting among New Zealand road controlling leader in the field Consortium), and Virginia Tech Transportation authorities and Australian utilities The conference was divided into sections that Institute – served to help us attract other Communications: reflected these messages. Pre-conference international speakers in different conference session categories. Fourteen of our 32 »» Organise a world-class conference on trade media coverage was orchestrated with speakers hailed from the US, Canada, UK, road lighting by end of March 2014 that a range of pre-prepared stories that conveyed France, Norway, and Australia, many of them positions SLP as an expert in LED road these messages. High profile presenters prepared to pay their own way to be able to lighting “anchored” each section of the conference, allowing post-conference coverage to cover stand on the same stage. This enabled SLP to »» Attract a speaker line-up with at least 4 each of these messages without contrivance. claim justifiably that Road Lighting 2014 had international speakers that will deliver the the largest line-up of international speakers messages about LED road lighting that will of any lighting conference in the world. contribute to it becoming the technology Strategy Developing a conference exhibition: of choice in New Zealand and Australia. Identifying and bringing partners, supporters »» Attract at least 3 public sector and sponsors on board: With a defined, but evolving conference conference partners and/or supporters programme on the website and a key It was important for the success of the group of partners, supporters and sponsors and a sponsorship base that makes the conference that the right partners, supporters conference financially viable on board, a third leg of the conference and sponsors came on board to provide strategy was to have a vibrant exhibition »» Publicise the conference by working industry-wide endorsement for the event. The including lighting suppliers, contractors and closely with partners and sponsors and at Energy Efficiency and Conservation Authority researchers. least three major trade media publications (EECA) agreed to become a partner from Pricing the conference: »» Attract an audience of at least 150 an early date as the conference fitted well attendees from the target sectors with EECA’s ‘Right Light’ programme, and Pricing for delegates was kept to a we already had assured availability from a minimum – less than the cost for delegates
49 Special Event or Project
to attend any public sector association Trade magazine publicity: An advertising of new LED lighting and the international annual conferences that we could identify. and advertorial insert into Electrolink progress achieved overseas, has been a A special rate for New Zealand delegates magazine (NZ distribution); two e-letter resounding success, and SLP is now well- acknowledged the partnership offered by the advertisements via Lighting Magazine recognised within the industry, already New Zealand public sector. (Australia and NZ distribution); two e-letter attracting a request for a major piece of work advertisements via Lux Review (Australia); as a result of the conference. Publicising the conference: advertising and advertorial in Public Works A combination of public relations (branding, Professional (Australia and NZ distribution); Evaluation / follow-up media relations and website-based advertising and a four-page feature The e-mail comment back from our largest communications), advertising and direct in Infrastructure magazine (mainly NZ sponsor says it all: “I have heard nothing but e-marketing was used to publicise the distribution), and advertorial on Infrastructure praise for the event and the way in which it conference – under the control and direction magazine’s website. All magazines have was run. I heard many comments on both the of the SLP Communications Director. The asked for material to prepare post- quality of the speakers and the professional conference partners, supporters and sponsors conference coverage. were also important elements in this process way the whole event was managed. Well Media releases were prepared for EECA and and they were provided with material that done. Always good to back a winner!” NZTA to distribute. Material was prepared for enabled them to publicise the conference to After the conference we took five speakers internal newsletters and websites for IPENZ, their own industry networks. to Wellington to meet Government staff LGNZ, SOLGM, RCA Forum and EECA. An important element of the strategy was to including Treasury and the NZ Transport National Business Review has requested an op work closely with key trade local government, Agency Chief Executive Mr Geoff ed on LED road lighting to cover the financial infrastructure and lighting industry media Dangerfield. SLP’s efforts to engage with and business aspects of the industry, as well and NOT to aim for mainstream media which NZTA senior management on LED road as the conference. could not deliver the specific audiences we lighting had not been successful until required, and could prove counterproductive Total budget: $205,000 now, so this can be directly attributed to if messages became over “hyped”. By way of the conference. explanation, SLP’s message of the importance Creativity / problem solving of road lighting for road safety had hit the The size and breadth of the speaker line- front page of the Dominion following an up created the real wow factor for the Australasian Road Safety conference in conference. It represented an international Wellington in late 2012, but had engendered study tour for participants without the a defensive response from NZTA at that need to pay for international travel. One time – and this was something we wanted speaker said it had taken him 30 years in the to avoid. industry to meet the breadth of speakers and delegates who turned up for two days at Implementation / tactics Road Lighting 2014 in Auckland. Public sector partners and non-financial supporters were attracted by means of Results written proposals tailored to each. The Despite the very short and difficult (Christmas two conference partners (EECA, NZTA) and holiday) time available from 17th December, the first two supporters (LGNZ and RCA when NZTA finally gave the approval to go Forum) were later joined by other supporters ahead, the conference was a great success by including Lighting Council NZ, NZ Society any measure: of Local Government Managers, Energy Management Association of NZ, and the Attendance – 236 people attended from: Illuminating Engineering Society of Australia Councils (35), Product Suppliers (115), and NZ. Lighting Designers (14), Service Providers (56), and Electricity Network Companies (16). Potential commercial sponsors were identified on a “sector by sector” basis. Offer Exhibitors – 26 Exhibitors had booths of documents were prepared for each sector which 20 paid full price and others were and responses invited on an exclusive “first given special deals. come-first served” basis. The seven sector Sponsorship – we obtained $32,000 in Public sponsorships were: Luminaire Supplier (GE sector Sponsorship from NZTA and EECA, Lighting), Lighting Performance Contractor with another $73,000 from commercial (Citelum), Lighting Controls (Harvard sponsors. Engineering plc), Smart Networks Integrator Speakers – 30 high quality speakers including (Silver Spring Networks), Construction & 14 international. Maintenance Contractor (Transfield Services), Engineering Consultancy (Beca), Project E-mail response – over 800 NZ councillors Financier (Westpac Institutional Bank). and senior council staff, Electricity Distribution company senior staff and MPs A local government and lighting industry were e-mailed invitations which included the database was prepared with the assistance major benefits of LED lighting. We received of conference supporters. A conference about 60 personal email responses to our exhibition package was prepared and original invitations to the conference apart distributed via e-mail invitation to a wide from delegate purchases. Subsequent to the selection of industry participants in New conference we have already received at least Zealand and overseas. 30 unsolicited emails of congratulations. E-mail conference invitations were designed We are about to undertake a Survey Monkey and distributed to this database as well to solicit further responses from attendees as via the conference partners, supporters who will receive a link to the conference and sponsors. E-mail invitations sent from video material in response. SLP were distributed via a web-based Our objective of increasing relevant New Callpro system. Zealand audience awareness of the benefits
50 Special Event or Project
Deepti Bhargava, Paul Weeks, Bev Armstrong, Darren Horsman, Claire McCarthy, Elizabeth Phillips : Unitec Institute of Technology Celebrating Pride
Unitec Institute of Technology wanted to showcase its ‘Inclusive Excellence’ strategy and commitment to a more supportive teaching and learning environment for LGBTI staff and students. We decided to partner with the 2014 Auckland Pride Festival and developed a Unitec #MyPride campaign, enabling Unitec to leverage off key Pride events. The project engaged with nearly 300 staff and students and more than 50,000 LGBTI community members to raise awareness of Unitec’s support of Pride.
Background The campaign used traditional media, social media and activation to positively highlight its association with the As part of its Inclusive Excellence strategy, Unitec took a Pride Festival. leading stand in 2012 and became the first New Zealand tertiary to implement an Ally Network Programme. The Ally Network aims at creating a more inclusive Preliminary research environment by creating more awareness of and support »» We ensured the sponsorship property aligned with our for Lesbian, Gay, Bisexual, Transgender and Intersex Inclusive Excellence strategy. (LGBTI) staff and students. »» Detailed briefings and discussions with Unitec’s Equity The strategy’s further implementation required Unitec to and Diversity Manager (who is also part of the Ally publically recognise and celebrate equity and diversity Network) and Executive Dean of Community and and showcase its existing efforts spear-headed by the Student Engagement to determine the purpose and Ally Network. strategic direction of the proposed campaign. Unitec found an ideal platform to achieve this in the »» Poll on staff intranet to gauge interest around the principal sponsorship of the 2014 Auckland Pride Festival. Pride Festival which suggested 25% of staff were A public relations and communication plan was interested in the Pride Festival. developed to leverage the sponsorship to develop a »» Media statistics from the 2013 Pride Festival produced standing in the LGBTI community and raise awareness from ATEED’s previous involvement. about Unitec’s stand on inclusiveness, both internally and externally.
51 Special Event or Project
issue and a full page in the 12 February issue along with a web surround throughout Judges’ comment: Overall a very good piece of work. Pride Festival Clear and concise objectives and messages, with a good 2. Big Gay Out strategy designed to achieve objectives. With an anticipated attendance of around 13,000 people at the Big Gay Out we saw an opportunity to develop a Unitec #MyPride experience to engage with a large audience. Objectives Strategy We developed a campaign ‘Win a dinner date with Mr Gay World’ which consisted of Organisational objectives: In order to create the positive association a mobile 2x1.5m photo frame, Chris, student with Pride festival, we worked on the key 1. T o raise visibility of Unitec’s support for the ambassadors and iPads. The rainbow branded mantra that equity and diversity is not just LGBTI community. student ambassadors made their way around the ‘right thing to do’ but also the ‘bright Coyle Park capturing photos to be uploaded 2. T o develop credibility within Auckland’s thing to do’. LGBTI community. to Unitec’s Facebook page, directing people Our strategy therefore was to showcase to tag @UnitecNZ to win a hot dinner date 3. T o raise awareness of diverse sexuality and Pride Festival sponsorship more as a positive with Mr Gay World. gender issues internally and within our celebration of the LGBTI community. We 3. NXT:14 Youth Leaders Conference communities did this through our association with three 4. T o enable Unitec to continue to be a different events organized by Pride – Big Gay We hosted the conference organised by The leading tertiary provider in this space. out, NT:14 Youth Leaders’ Conference, and US Embassy and Pride to engage with the Pride Parade. future leaders of the LGBTI community by PR objectives: giving them a taster of the Mt. Albert campus We identified the need for the campaign to 5. T o create at least one key relationship experience. We launched the event with a have bright imagery, as well as association with a young influencer in Auckland’s Powhiri in the magnificently carved wharenui with an icon, who was influential in the LGBTI community who could act as an to welcome delegates from New Zealand and LGBTI community. ambassador for Unitec’s support of the the Pacific Islands. During the conference Pride Festival. It was vital for this person to be not only Unitec announced a transgender scholarship prominent and inspirational within the LGBTI 6. T o generate positive talkability on for two transgender students per year. community, but also appeal to Unitec’s traditional media (community papers‘ core student audience (young and digitally 4. Pride Month Celebration on Campus North, West and Central; LGBTI specific) mobile). We were able to change and challenge and social media (LGBTI specific) around opinions internally by exposing both staff Unitec having a more inclusive working We found Unitec dance graduate and Mr and students to the Pride sponsorship. We and learning environment. Gay World Chris Olwage as the ideal link and based our PR and communication plan created a buzz and excitement on campus 7. T o engage at least 200 staff with the Pride around harnessing his popularity. by mobilising staff and positioning hundreds Festival, enabling them to share their of rainbow flags which painted the campus positive moments associated with Pride. We wanted to reach the audience through ‘rainbow’ for the month of February. The multiple channels to showcase the Unitec 8. T o harness Auckland’s crowd involvement Ally Network and separate departments experience. in the Pride Festival events and translate positioned these in high foot traffic areas. We them into awareness of Unitec’s support To create this environment inside Unitec and designed a Pride Decal wall on Carrington of LGBTI staff and students. across the Pride events we: road which exposed around 34,000 1. Exposed staff and students to the drivers to our commitment to diversity. We Audiences sponsorship by lighting up the campus also developed an internal video which with rainbow colours, encouraging those was uploaded to our corporate website, Primary: internally to become advocates during showcasing staff’s support of Pride. The staff 1. Auckland’ s LGBTI community, especially the Pride month and hosting a mini Pride and student websites were updated with those interested in the Pride festival. Parade on campus! weekly news and case studies highlighting our inclusive excellence strategy. During 2. Curr ent LGBTI students 2. Shar ed positive stories throughout the this time we hosted a special Ally Network Pride campaign with staff and students. 3. Current LGBTI staff training to recruit further Allys. Secondary: 3. Changed perceptions internally and externally about Unitec and our position 5. Rocket Float on campus – Internal Parade 3. Prospective LGBTI students in the LGBTI community. Engage staff with an internal event in the 4. Engaged with key ambassadors that could lead up to the official Pride Parade: Messages help create a link between Unitec and the After we had positioned rainbow flags Our messaging focussed on: LGBTI community. around campus we hosted the Unitec External: Rocket Float (Parade Float) at the hub Implementation / tactics in Mt Albert Campus to promote a mini »» Unitec is proud to be the principal sponsor parade for staff and students. Our float was of the 2014 Auckland Pride Festival. The entire campaign was divided into phases designed by V3 over a two month period »» Unitec takes pride in making our teaching to maximise our leverage and link in with key and represented Unitec’s commitment to and learning a more safe and supportive Pride events. our Ally Network. We invited Mr Gay World place for LGBTI staff and students. 1. Gay Express Advertising and key leadership team members to speak »» Unitec has an active Ally Network. A promotional editorial went live in January’s about our partnership, treated over 300 staff and students to a light lunch and sent Internal: issue of the Gay Express. It communicated to the wider Pride audience our position as the Rocket Float on a parade around the Mt »» When you come to Unitec you don’t have a proud partner of the Pride Festival and Albert campus. Images and video were used to leave your personality in the car park. included profiling former Mr Gay World as content for our Facebook page to provide »» Join the Pride festival celebration to Chris Olwage. In conjunction with this issue a sneak peek into Unitec’s Pride Parade float showcase your support of an inclusive we launched a campaign to win a dinner and raise awareness of Unitec’s sponsorship. culture. date with Mr Gay World. The advertising 6. Pride Parade »» Unitec has an active Ally Network. comprised a 4 page wrap in the 29 January Unitec’s rocket float was launched down
52 Special Event or Project
»» 31,944 total clicks »» 920 total likes »» Positive comments on Unitec’s Facebook page about Unitec’s support of Pride and Tansgender Scholarship.
Evaluation / follow-up Part of our evaluation process included a full debrief internally with the wider project team and measurement of our sponsorship through the scorecard process (Measurement of benefits). We discussed our partnership with key stakeholders from the Pride Festival which helped confirm that the Pride partnership provided significant brand exposure and credibility for Unitec in the LGBTI community. We measured our results against the initial objectives: 1. Raise awareness and visibility of Unitec’s support for the LGBTI community. There was strong brand visibility throughout the Pride campaign from our positioning Ponsonby Road for the official Pride Parade – Pride Parade during Pride month at the Mt as principal partner of the festival which Saturday 22nd February. It communicated to Albert Campus. helped capture coverage in local media from the anticipated crowd of 50,000 people that »» Challenged Perceptions – We raised the successfully leveraging key Pride events. Unitec is the leading tertiary provider in the profile of Unitec’s sponsorship of Pride Our four page campaign through Express LGBTI community. We had over 50 staff and and the link with Ally Network’s vision magazine helped Unitec launch the new students proudly support our commitment in creating inclusive excellence for LGBTI partnership and Pride month. to the LGBTI community and the Pride staff and students. Festival by walking behind the Unitec Float 2. Develop credibility within the LGBTI at the Parade. Eight performing and screen »» 30 staff and students attended the special community. arts past/current students choreographed Ally Network training that was offered Positioning ourselves as a proud partner a dance piece for the parade and danced during Pride month. to Pride and being able to follow up our enthusiastically engaging with the large »» By partnering with Pride it helped support with internal and external activation audience. Key members of the Ally Network remove barriers around diversity and ensured our reputation and credibility in the and Mr Gay World were on board our created conversations in and around LGBTI community was enhanced. This was Rocket Float and ensured Unitec was well- the sponsorship/LGBTI community and particularly highlighted during Pride month represented. Unitec’s position with 300 staff attending the Internal Pride The overall sponsorship budget was $50K. An External Parade along with 30 staff and students who attended the Ally Network training. additional $2K was used for traditional media »» Local media announcing Unitec’s and $20K for the Rocket Float. The excitement and support continued partnership with Pride with around 50 staff and students who » Around 300,000 people exposed to our Creativity / problem solving » walked behind the Unitec float at the Pride campaign in Express magazine Parade. Externally we hosted the NXT youth Supporting Unitec’s involvement with the »» 54,543 page views through the Express leadership workshop and were able to Pride Parade (the Parade was on a weekend) website during the Pride month engage with large crowds at all Pride events. required an extra effort on the part of 3. Engage 200 staff with the Pride Festival. Unitec’s staff and students. We needed »» Brand exposure and credibility in the a creative way of engaging the internal community – 50,000 people at the Pride Over 300 staff were engaged with Pride audience so that they were excited about Parade where Unitec showcased our month on campus and in particular showed Unitec’s sponsorship and looked forward to commitment to the LGBTI community support of the Internal Pride Parade on the Parade. »» Positive media from the announcement campus. Having the Unitec rocket float, key stakeholders, and Mr Gay World parade on The creative solution was to have a mini of a Unitec Transgender Scholarship – NZ campus increased staff engagement beyond parade in a prime location on campus Herald and local media. our initial expectations. with the Unitec branded rocket float, Mr Social Media Gay World, key Unitec senior leadership 4. Get key influencers (from the LGBTI Twitter figures, food, drink and music. This created community) to be ambassadors for a small dress rehearsal of the actual Pride »» 2650 reached per tweet Unitec’s support of the Pride Festival Parade therefore setting people up for »» Top influencer: PinkDayOut, 67K We were able to leverage off former Mr Gay the excitement of the real parade and the followers, 4 retweets (of UnitecNZ World Chris Olwege and his reputation and people involved (diversity champions). 300 tweets), 3 mentions of Unitec. connection within the LGBTI community. staff and students to attended this Internal Instagram Chris was a fantastic role model for Unitec Pride Parade. and proactively communicated Unitec’s key » 33 photos / 127 likes » messages throughout our campaign. His Results »» Positive tweets from LGBTI community connections in the community generated about Unitec’s support of Pride and excellent social media and talkability around Internal Transgender Scholarship. all our activations. »» Diversity was moved from the outer Facebook to a more central position. More staff »» Average of 5000 people reached with understood what we were trying to each post achieve and 300 staff attended an internal
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John MacDonald : Durning Public Relations Stacey Doornenbal, Jayne Austin : University of Canterbury UC Futures
The February 2011 earthquake had a significant impact on the University of Canterbury. Student numbers plummeted by about 23% and, in 2012, the institution recorded a $67 million deficit. Securing a multi-million dollar capital support commitment from the Government was key to the University’s ongoing viability and was the objective of the most extensive and successful government and stakeholder relations project in its history (running two years from 2011 to 2013). It culminated in November 2013 with the Prime Minister announcing a commitment of up to $260 million for a new science centre and upgrade of the University’s engineering facilities.
CONFIDENTIAL ENTRY
Judges’ comment: This entry presents a specific objective to secure a multi-million capital funding commitment from the Government and a range of strategies to ensure it had the support of Canterbury stakeholders including the local business and education communities. The communications team faced the delicate task of communicating to advocates, advisers and decision-makers both the university’s vulnerability and its importance to Christchurch’s recovery. The announcement of the Government’s support package shows their messages were received, understood and acted on.
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Annemarie Mora : Stronger Christchurch Infrastructure Rebuild Team and Norma Kloosterman : Fulton Hogan Setting a new benchmark for post-disaster recovery communication
A fragile community recovering from New Zealand’s worst ever disaster. Entire suburbs disestablished. It’s the ‘new normal’ for Christchurch whose residents have been devastated by 13,000 earthquakes since September 2010 including 185 fatalities. How do you ask people to accept more disruption? When rebuilding broken roads, pipes and bridges feels like more ‘destruction’, when coping wears thin and everything’s ‘last straw’, how do you take an emotionally battered community on the very lengthy journey to a more resilient city? That’s the challenge SCIRT has faced and met since September 2011 to become the acknowledged leader in Christchurch’s post-disaster recovery communications.
Background In September 2010 a magnitude 7.1 earthquake struck Canterbury causing devastation. Around 13,000 aftershocks followed, including a 6.3 in February 2011 with 185 fatalities. The city was in a state of civil emergency for 10 weeks. Thousands of homes and acres of land were severely damaged and entire suburbs deserted. The CBD was ring-fenced with businesses forced to relocate. Roads with broken underground services resembled third-world conditions. Many began questioning the future of Christchurch. SCIRT was established in 2011 to repair the severely damaged publicly-owned horizontal infrastructure (wastewater, fresh water, storm water, roads, retaining walls and bridges) within five years; around 760 kilometres of broken pipes under 1.3 million square metres of broken roads. SCIRT comprises three government Clients (Canterbury Earthquake Recovery Agency, New Zealand Transport Agency and Christchurch City Council) and five construction companies (City Care, Downer, Fletcher, Fulton Hogan and McConnell Dowell). The 500+ projects, 5 year, approximately $2billion programme is New Zealand’s most challenging civil engineering undertaking. Up to 150 construction areas are ‘live’ at any one time causing significant noise, dust, vibrations, road closures and traffic detours while SCIRT repairs the damage. Infrastructure is all about ‘people’ so SCIRT created a ‘noble purpose’: ‘To create resilient infrastructure that gives people security and confidence in the future of Christchurch.’ The challenge was developing a communication strategy appropriate for this post-disaster environment; helping people tolerate substantial, sustained disruption to enable construction of a stronger city.
Preliminary research SCIRT’s communication plan takes account of this challenging environment and was developed in consultation with Client organisations to ensure consistency with broader recovery communications. Our independent market research across Christchurch in August 2011 provided a baseline to inform our communication strategy. The most common concerns expressed were: »» duration of rebuild, »» the need for future-proofing, »» quality, »» value.
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Strategy We must build and sustain community tolerance during our highly disruptive five year recovery journey, while delivering on objectives. Considerable effort goes into ensuring our people represent SCIRT with the highest level of professionalism and treat our communities the same way we’d like our families to be treated: »» A ‘communication leadership group’ ensures operational decisions are consistent with objectives. »» SCIRT people are ‘real’ - we prioritise ‘face to face’ so communities get to know and trust us. »» We’re available. We visit homes, businesses, schools (84 visits), community halls and invite people to our work sites (15,414 interactions). »» Multiple channels address diversity: in person, print, media (329 advertisements), online (2,491 web changes), in situ (3,294 Objectives g. Promote successes and milestones to signs installed), social media (2,219 build and maintain tolerance. Tweets). The Clients and Board set our objectives and evaluation method to be measured »» We ask and listen. We don’t use Facebook regularly over SCIRT’s programme. 60% to Audiences as feedback told us this is not what 69% satisfaction is classified as ‘minimum Target audiences have diverse needs and stakeholders want. Their preference is standard’, 70% to 79% as ‘stretch’ expectations in a post-disaster environment: letterbox information (2,617 separate work notices delivered to more than (difficult to achieve), and 80% to 100% as Residents – residents’ experience of SCIRT 666,000 residences) and in person. ‘outstanding’ (extremely difficult to achieve). underpins their confidence in Christchurch’s Objective 1: future. Factors include age, backgrounds, »» High impact requires high touch. Some projects mean up to six hours of face to » Local community and stakeholders respect stages of life, wellbeing levels. » face interaction per household to ensure and trust SCIRT and are supportive of the Businesses – our work significantly challenges our work and impact is fully understood. engagement process. businesses and we need to minimise our impact. »» We use plain language with images to Objective 2: explain and faces in photos to engage. Schools – safety is SCIRT’s number one »» Maintain an open and honest dialogue priority and we educate children about »» Material is consistent, reliable but not with all residents over the rebuild effort: construction site dangers. showy. ‘Value’ is central to all decisions. a. Work to ensure messages to Clients – Clients report to the people of »» Each project has a tailored communication communities are coordinated with Christchurch and New Zealand (the ‘funders’) plan for that community - we don’t do other rebuild efforts. how SCIRT is supporting the city’s recovery. ‘one size fits all’. b. Be proactive and communicate face-to- Media – SCIRT is responsive and transparent, »» We meet regularly with other recovery face where possible. recognising media is a vital conduit and agencies for consistent messaging, activity c. Do what we say we will do. community influencer. coordination, and cross-promote through each other’s channels. d. Use simple language. Road users – our work disrupts drivers, »» We avoid self-promotion. Independent Objective 3: cyclists, pedestrians, and emergency services. evaluation demonstrates to Christchurch Special needs – we identify special needs »» · Maintain high levels of customer service people we’re ‘doing the right thing’. in the rebuild effort: before starting work i.e. dialysis patients, to minimise impacts and coordinate with »» We own up if we make mistakes and are a. Build rapport with affected residents support agencies. highly responsive. and go the extra mile where required. »» We use and empower trusted community b. Coordinate all works to minimise Messages networks like residents associations and disruption. community leaders to share our messages. We regularly review our messaging based on Objective 4: our evaluation. Implementation / tactics »» Additional objectives support the broader At a very high level, in line with stakeholder organisational objectives, and are based preliminary research and our objectives: The public relations budget is about 0.45% on the preliminary research: of SCIRT’s overall budget. We deliver creative, Key message 1 a. Identify stakeholders and provide innovative communication, consistent »» We’re getting stuff done on a large scale relevant information with objectives. in short timeframes. b. Reinforce safety around rebuild Door-knocking – SCIRT discusses high- Key message 2 activities impact work face-to-face and provides »» We’re delivering the right work at the supporting material. We identify special c. Prepare the community for work right price. needs, for example, we adjusted a road programme intensity Key message 3 closure to provide 24/7 access for a resident d. Ensure accessible communication caring for premature babies: “I congratulate »» We’re keeping the community at the e. Provide value your team for being sensitive to the needs heart of the rebuild. of the community while completing this f. Provide service that meets or exceeds essential work.” client expectations 57 Sustained Public Relations
Judges’ comment: This team has delivered sustained, tangible results in a complex and challenging environment. The project demonstrates an authentic approach to engagement founded on a genuine desire to engage. There is a clear understanding of the audiences and delivery of key messages that resonate. The results were well researched and the evaluation was very clear.
This helps us understand business needs Clients and elected representatives – Results such as critical customer access: “Your SCIRT provides its clients with monthly Results (six-monthly telephone and three- communication and actions to minimise communication reports outlining the volume monthly face to face market research by disruption are greatly appreciated and they of communication, issues/risks and successes. an independent research company) show made a great difference at the busy time of The clients provide information to Central the people of Christchurch rate SCIRT’s our sale.” Government and Councillor/s Community performance as consistently delivering on Boards. SCIRT briefs Community Boards. Street / public meetings – we invite residents its objectives. to meet SCIRT staff on streets where we’re »» Approachability and helpfulness of team working, creating rapport and building trust. Creativity / problem solving = 91% average since June 2012 and Construction site open days – allow families Our vision is setting a new benchmark in service provided during contact = 86% to explore ‘behind the fence’, talk to post-disaster communication. We implement (November 2013). (Objectives: 3a, 2b, construction experts, and see progress. innovative communication, based on clearly 4a, 4f). defined needs: Briefings – to community boards, elected »» Overall satisfaction with communication representatives, residents associations, »» With many work sites near schools city wide = 72% (average since business associations, schools and we must keep children safe. Our fun, September 2011) and 82% in October community leaders. educational and interactive school safety 2013; in areas where working = 81% Drop-in centres – so locals can meet programme includes ‘dressing-up’ in (average since October 2011) and 81% in SCIRT people, discuss projects and see the safety gear (little kids), designing traffic November 2013. (Objectives: 2d, 4a, 4d). solutions (bigger kids), and learning about technology first hand. »» 82% confident SCIRT doing its job well, SCIRT’s environmental commitment. 79% say SCIRT getting on with job, 91% Other rebuild agencies – SCIRT coordinates/ We’ve visited 84 schools and teachers/ believe rebuilt sewerage system will be collaborates with others to minimise cost, parents report safer behaviour. (Objective stronger (October 2013). (Objectives: 1, effort and to ensure consistency. We attend 2b, 2d, 3a, 4b) joint agency displays/events, inform others of 2c, 4c, 4g). “A very worthwhile visit and today the SCIRT issues/opportunities and cross reference »» 69% believe providing value for money children have extended the ideas through in our material, helping communities get the (October 2013). (Objective: 4e). information they need and demonstrating play and talked about the visit with their »» 80% average satisfied with safety collaboration (Objectives 2a and 3b). parents, ‘our appreciation’ for facilitating an education programme.” practices (for workers, pedestrians and Printed project material in letterboxes – what, vehicles (October 2013). (Objective: 4b). when, where, how and why of our work, »» SCIRT causes traffic disruption. Following »» 91% agree progress is very visible, 94% in plain language supported by images April 2013 focus group feedback, we that road works are part of progress. and photos. conceptualised ‘project chocolate fish’ to thank drivers for their patience in ‘traffic (October 2013). (Objectives: 1, 4c, 4g). Fact sheets – topic specific, explaining hotspots’ and prevent driver frustration. »» 79% tolerant of traffic impacts in Central technical construction activities like Staff hand drivers chocolate fish and a City and 67% agree traffic impacts ‘dewatering’ and ‘retaining wall anchors’. note: “Roadworks = progress. Doing the are coordinated and planned (October Signage – erected onwork sites, signage right thing at roadworks is as Kiwi as a 2013). (Objectives: 2a, 3b). explains how to contact SCIRT and promotes chocolate fish”. Reactions to this low cost, »» 73% on average satisfaction work nearby business access and parking. personal message are generally delighted, was completed to an acceptable Print/radio advertisements – regular spots in more carrot than stick. (Objective 2b, 3a, standard in timeframe stated (October daily, community and Asian media highlight 4b, 4e) 2013). (Objective 2c). major work, promote progress and thank » Since 2013, 40 SCIRT crews have been » »» 73% average satisfaction with rebuild people for patience. working outside Central City businesses, process in 2013. (Objective:1). Information stands – at Council service blocking access/visibility, creating dust and And: centres, libraries, earthquake agency centres, noise. We had to work hard to minimise and the Migrant Centre (Korean, Samoan and disruption and encourage customers to »» Race Relations Commissioner Joris de Bres Chinese translations), the stands provide free support businesses. A traffic cone heart recognition for contribution to supporting copies of fact sheets. icon is the centrepiece for a campaign the maintenance and development of to build tolerance for roadwork. The harmonious race relations. (Objective: 4d). Interactive displays – easily transportable “Go the extra mile to support businesses displays use moving parts and sound to help »» Won community engagement category at affected by rebuild roadworks” campaign people experience complex engineering the 2013 Engineering Excellence Awards, uses stickers and shopping bags provided concepts such as ‘sheet piling’, ‘dewatering’, IPENZ, New Zealand (Objectives: 1, 3a, free to businesses to prepare customers and how earthquakes impact wastewater. 4a, 4c). for disruption before work begins. Business support packs – include information Traffic signage installed in the Central “It’ s humbling to be reminded about the brochures, contacts and promotional City highlight that it’s a “Rebuild Area. scale of repair and rebuild projects. stickers and bags to encourage customers to Expect roadworks. Open for business.” IT’S HUGE!!! And the communications are continue supporting businesses affected by (Objective 4c). brilliant. It’s the communications and the SCIRT work. community relationship that are making the difference.”
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Evaluation / follow-up »» The communication performance measures group to ensure SCIRT’s communication will be recalibrated to drive higher approach is consistently applied across the SCIRT evaluates its performance against performance e.g. achieving ‘stretch’ will be city, that resources are streamlined and communication objectives: more difficult (75% to 84%). shared, that lessons learned are shared »» Monitoring media for emerging issues/ to avoid recurrence, and to celebrate and opportunities e.g. we’ve developed key Acknowledgement of other recognise good work. messages, articles, testimonials) about Disaster recovery effects Christchurch, controversial wastewater solutions. communication disciplines New Zealand and the world. At SCIRT we Coverage averages 2:1 positive to negative Effective internal communication is vital believe we have a moral obligation to share since 2012. for SCIRT’s external communication. The communication team programme ‘head our experiences for the benefit of the world. »» Benchmarking research established office’ is responsible for overarching »» We collect and share learnings with PR baselines for traffic before intensified communication and five communication professionals (sharing at conferences Central City work (April 2013) and shaped teams working on 500 projects city-wide are and other forums here and abroad), and communication approach: key messaging responsible for project communication. for the wider disaster-recovery space about agencies working together to (University of Canterbury’s Learning coordinate impacts; October 2013 results »» SCIRT developed an extensive suite (^23) Legacies project). = 67% agree traffic impacts are planned of communication protocols from scratch and coordinated. More work needed in by liaising with its clients and other rebuild this space. agencies to leverage existing services (protocols include: support referral for ‘at »» Market research campaign risk’ community members and temporary monitoring e.g. campaign for drivers accommodation for when SCIRT activity to slow down around roadworks is so high impact residents need to be (average recall 55%; 82% say signs have rehoused (Objectives 2a, 3a, 4e). These encouraged slowing down, October 2013). are vital for consistency across the city. »» Ad-hoc feedback from face to face We regularly update them as the post- interactions identifies issues e.g. need for disaster operating environment changes. ‘pothole campaign’. »» Communication team culture – we »» Peer reviewing communication plans develop internal communication targets every quarter against objectives and annually, aligned with organisational market research results identifies targets, to drive ‘outstanding’ improvements needed. outcomes as part of the vision of »» A vision of ‘new benchmark for ‘setting a new benchmark for post- post-disaster communication’ drives disaster communication’. Wider SCIRT our communication team culture to communication team workshops (twice find innovative, high-value, high- annually) encourage internal engagement impact communication, e.g. Project and support and sharing of learnings. Chocolate Fish. We use a communication leadership
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Oliver Roberts, John Evans, Carol Hayward : Auckland Council Shaping Auckland’s future – enhanced engagement on the Auckland Unitary Plan
The Auckland Unitary Plan is key to delivering Auckland’s vision of becoming the world’s most liveable city. It is the planning rulebook that will shape how Auckland grows. The enhanced engagement campaign aimed to drive awareness, debate and input on the plan, and to broaden the range of Aucklanders who had their say. It was Auckland Council’s top communications priority for 2013, due to its impact, complexity and sensitivity (given the need to deliver it during the council election year). We delivered it at speed, broke council boundaries of technological innovation, exceeded our targets and won international recognition.
Background Preliminary research Auckland Council inherited 14 regional and district plans, We needed a responsive programme that was able to many of which are well over 10 years old and do not evolve, so we carried out research and monitoring in a meet the new ambitions that Auckland has for its future. number of ways: The council decided to pursue an accelerated programme »» quantitative data on awareness and attitudes around for introducing the Auckland Unitary Plan. Rather than a key themes of the plan: this was an external survey 7–10 year formal process, the council aimed to front- carried out quarterly end the engagement with Aucklanders. This included »» assessing which politicians supported or opposed convincing the Government of the strength of the which elements: this involved careful and sensitive engagement, so that it would back an accelerated political engagement across the council’s 170 elected process to see the plan become operative within three representatives years of notification. »» attitudes of key stakeholders: based on direct This made quality engagement essential. It was involvement as part of the engagement process, or on important for Auckland to lift its game in any case. The insights from colleagues across the council Royal Commission on Auckland Governance before the council’s amalgamation identified that community »» issues of most immediate public concern: this involved engagement in Auckland was poor and that leadership extensive ongoing monitoring of traditional and was needed to draw people into well-informed debates social media about choices to assist elected leaders and officials in decision-making.
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which we’re creating with Aucklanders. The plan will be the key tool for creating the higher quality and more compact Auckland that you have asked for. Judges’ comment: This is a strong entry for a project with a high »» Growth and balance: Like all successful degree of difficulty. It was great to see the digital innovation and also cities around the world, Auckland is growing: an expected one million more measurement of online engagement. The communication objectives people in the next 30 years. The plan is all were clear. The narrative approach is great as it makes a range of about balance – looking after the things messages hang together. The results were impressive. we value as we use our expected growth to make Auckland an even better place to live. »» Benefits: You’ll see people able to do more with their properties, more efficient use of land, different kinds of homes and Objectives »» Internal: targeting senior leadership as better quality and design; more people well as employees to ensure they were living closer to shops, public transport, The overarching objective of the programme well-informed and able to talk about the libraries, parks and playgrounds; was ‘to deliver a plan for notification that plan with their own contacts, friends and opportunities for people to build more Aucklanders understand and support’. family homes near town centres and transport Organisationally, the council needed to be hubs. able to develop the plan at an accelerated »» Stakeholders: tailored material and timeframe – and this required us to engagement for specific groups, such as »» Economy: Bringing people closer to jobs demonstrate an enhanced engagement iwi, businesses, developers, environmental and customers closer to businesses; a city programme, incorporating the principle of groups, heritage groups, disability groups, designed for economic success – enabling natural justice, at a significant pace. residents groups and business associations agglomeration, innovation, a place for top businesses to invest and for the brightest »» Media and commentators: through media Within this overarching objective we sought talent to live. the folowing outcomes: briefings and one-on-one engagement »» Choice: Greater choice to suit different »» General public, specifically: young people, »» demonstrate high levels of engagement ages, incomes, cultures and both urban homeowners, ethnic communities, and interaction and rural lifestyles; choices to match your rural communities »» demonstrate how the plan benefited from needs at different stages of your life – and community input Collateral was designed to be accessible your family’s life; and choices that allow for a variety of levels of understanding, »» link the programme to delivery of the you to stay in your community as your ranging from a simple video through to Auckland Plan vision, to give context and housing needs change. detailed factsheets on some of the more show the council’s active commitment to »» What we value: The plan will help us look contentious issues. the goal after our environment and our coastal marine areas and keep our farmland »» explain the benefits of a higher-quality, Messages more compact city productive. It will protect our heritage and We developed a baseline narrative, that could deliver the right balance of protection for »» monitor and address public concerns be expanded on as necessary: our historic character areas. »» build employee understanding of, and »» Vision: To achieve Auckland’s vision to »» Simpler rules and smarter tools: Going pride in, the council’s direction become the World’s most liveable city, from 14 regional and district plans to one Our measurable targets were, by notification we need to shape the way we grow: will create greater certainty and clarity (September 2013), to: that means having one Auckland-wide across Auckland, with an e-plan that is »» receive more than 15,000 pieces of planning rulebook – a Unitary Plan – faster and easier to use. feedback »» double awareness of the plan from the Strategy December 2012 baseline of 21% A programme of this length and complexity »» maintain levels of support for each theme is more about enabling a multi-layered of the plan (at the December 2012 conversation than about running a campaign. baselines) So, overall the strategy was to create a clear but agile approach including: »» increase input from younger Aucklanders a. W orking with key influencers to enhance »» deliver a plan backed by elected members the quality of the plan and build support for options to make the plan operative Audiences more quickly; Given the complexity of the plan and the b. Developing a collaborative approach challenging political environment, the between key stakeholders on key issues to programme required a carefully tailored resolve differing views; approach across different audiences. In short c. Engagement with local boards to: enable this consisted of: their input and harness their leadership in »» Central Government: demonstrate quality, engaging with their communities on key enhanced engagement issues; »» Councillors and Local Board Members d. Inter nal engagement programme: with (170 members): provide tailored advice, key departments to develop the policies support and reassurance and address and content; with all staff (including an misconceptions; enable engagement with extensive series of workshops, with senior the public and stakeholders, providing leaders leading conversations across the collateral and a broad range of channels; council) to build understanding at both a demonstrate the breadth of views personal and professional level; and across Auckland
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e. Public engagement campaign with a Children and young people in general are strong online element to support the often absent from participation in council delivery of the plan as an e-plan and to processes so the campaign included activities enable public input into the direction and events especially designed for them. of the Auckland Unitary Plan at an This included a youth video competition. early stage. We challenged Auckland’s young filmmakers to create a three-minute video about the Implementation / tactics region’s future, with the finalists promoted during the engagement period, attracting The enhanced engagement on the Auckland a total of 17,000 views. Unitary Plan ran from September 2012 to February 2014, with five distinct phases: Results »» September to October 2012: political engagement, building awareness, Headline results against measurable aims engaging key stakeholders Target: 15,000 pieces of feedback »» November 2012 to March 2013: building Achieved – 21,000, with the process awareness and understanding hailed by independent international expert »» March to May 2013: enhanced informal Dr. Ann McAfee as demonstrating many best public engagement on the draft plan, practices for engagement: “Within a short extensive issues management time frame Auckland has done an exceptional job reaching out to a broad range of »» June to September 2013: reviewing stakeholders through a variety of activities.” feedback, political workshops, issues management, demonstrating how Target: doubling awareness of the plan Aucklanders have been heard from 21% »» October 2013 to February 2014: formal Achieved – almost tripling awareness to 62%. submissions on the notified plan Target: maintain levels of support for each Budget: This campaign covered two financial theme of the plan »» Strong demand for more localised years. The communications budget for Achieved – with slight improvements on information: we stepped this up with 150 the 2012/13 year was $390,000, and for some of the measures. local factsheets for the formal submissions 2013/14 was $100,000. In both years this phase. These explained changes that Target: increase input from younger formed approximately 8% of the total project had been made as a result of feedback, Aucklanders budget. This covered: demonstrating that the council listens and »» Advertising: online, print (local and Achieved – innovative approaches such as responds. These proved key in providing regional), radio, supplements, flyer in the the online hub and housing simulator saw local papers with the information rates notice around 40% of participants being under 35 they needed. years of age, compared to just 12% providing »» Collateral development: video, overview »» Good involvement from younger people feedback through traditional channels. This (5 translations), local factsheets, detailed but less so from Pacific and Maori people; helped to increase awareness of council issue factsheets so we have stepped up the collateral programmes amongst key youth groups available for ethnic audiences and »» Campaign launch and collateral for and they became active contributors in targeted advertising and PR to them, 250 other engagement events (the cost the debate. of hosting the events themselves was with good presence in Samoan and covered by separate events budgets Target: deliver a plan with overall backing Tongan media. from politicians »» Developing and maintaining a digital hub »» Challenges accessing the internet in some for blogs, interaction and directing people Achieved – the plan was approved for locations and encouraging communities to be able to navigate the plan notification by 17 votes to 4. It also saw an to embrace the digital format: libraries unprecedented level of partnership between provided access to the e-plan, and we » Media monitoring (print, broadcast, » the council’s two governance arms – the have developed that further, providing online) governing body and local boards – setting a support and training, enhancing the »» Video competition to encourage younger standard for other projects . libraries’ role as civic engagement hubs. Aucklanders to get involved Other key results: »» A need to more clearly develop the »» Housing simulator – providing a tool for economic argument for a quality, compact »» High-profile launch with over 2,000 gamified feedback city: we published a well-received paper attendees explaining the economic benefits and the Creativity / problem solving »» New blogging tool for the council, with way the plan would help make Auckland 90,000 unique visitors to the hub The Shape Auckland digital hub helped more business-friendly. the council shift from more traditional »» 250 engagement events over the 11-week engagement to being part of the online period, attended by 15,000 people Acknowledgement of other conversation. This enabled us to respond »» Video achieved over 70,000 unique views communication disciplines quickly and effectively to concerns and issues (previous record for an Auckland Council This was a fully-integrated campaign, as they arose. It was designed to house all video was 9,000) coordinating traditional public relations, the information Aucklanders would need »» 6,500 social media comments, blogs social media, events, marketing and (including videos, maps, and the e-plan) as and tweets political engagement. well as to provide a range of ways for people »» Almost 2,000 news items to take part in the conversation and share their thoughts. Included on this hub was a housing simulator, the council’s first use of Evaluation / follow-up ‘gamified’ technology as a communications The different phases of the enhanced tool. It was designed to encourage input engagement programme meant that by drawing people onto the site and to evaluation and follow-up was a constant part demonstrate the trade-offs needed in of the process, with lessons learnt feeding housing a growing population. into the next round. These included:
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Dan Walraven, Dan Ormond, Sam Halstead : Ideas Shop Going Digital
In 2010, the New Zealand Government announced the old analogue television signal would be progressively switched off in favour of a digital signal. The 2.4 million New Zealanders watching TV every day had to be informed of the impending change and what they needed to do to ensure they could continue viewing. Ideas Shop and the Ministry for Culture and Heritage devised a public information campaign to achieve this. Over three years, Going Digital increased public awareness of the digital TV switchover from 35% to 98% and increased households watching digital TV from 61% to 98%.
CONFIDENTIAL ENTRY
Judges’ comment: An excellent entry which very clearly outlined strategy and tactics in response to audience and objectives. The audiences were perfectly defined and the tactics showed a good understanding of audience behaviour, how communications had to adjust accordingly, and how problems were overcome.
63 Sally Logan-Milne Young Practitioner of the Year Award Sally Logan-Milne Young Practitioner of the Year Award
Erin Roberts, Communications Executive McDonald’s Restaurants New Zealand Ltd
I started my career two years ago as an exceptionally candid communications executive determined to move mountains. Typical of my generation, I sought instant gratification by delivering instant results. Starting at McDonald’s I brought enthusiasm and drive. Since working for McDonald’s I’ve learnt to think holistically, built understanding and practiced patience. My personal development plan surrounds learning to slow down and think critically about problems and situations before taking action, with the view of becoming a trusted strategic leader in the business. My focus is now on quality, not quantity of results; relationships and reputation aren’t fostered overnight.
WINNER
My boss likes to say we are the ‘conscience of the business.’ Our role is as the trusted advisor; guiding others to make decisions which build the reputation of our business and increase the permissibility and longevity of our brand. The one to one relationship side of PR wasn’t something I’d ever put a huge amount of thought into; we are the experts in the field so our advice is sound. What I hadn’t realised is that in order to make a difference and get people ‘on board’ with our ideas, they had to want and value our feedback, and trust our capability to make the right decision for their business. Achieving this is more difficult for me than most, at 23 years old I’m often working with people who have been in business for as long as I’ve been alive! Our franchisees are entrepreneurs and as such don’t appreciate being instructed to change their course or perception. In saying that, with the right level of collaborative discussion, with someone who understands their perspective, they will often align. Helping guide our franchisees has shown me the power of the ‘opinion leader’ – the ripple effect one changed perception can have on a key stakeholder group is truly staggering, and the results have inspired me to engage on the same level with our crew. Over the last year it has been getting to know people, as opposed to groups which has been the most challenging and the most rewarding part of my role. My strategy is to be prepared and open; know the person’s background and situation, and if you don’t know it – ask. It’s amazing how much our people appreciate others taking the time to ‘shoot the breeze’. It’s also amazing what you can learn about engaging someone in future by knowing a little more about them. Engaging with business veterans and soaking up their knowledge has taught me how to hold myself and portray a communications professional, not a 23 year old graduate. Some of my proudest moments in the business have been around getting asked to offer insight on a plan, piece of communication or idea, especially by those in higher position than me, because they
65 Sally Logan-Milne Young Practitioner of the Year Award
Judges’ comment: Erin was an impressive candidate, with a clear focus on personal and professional development, and the important role communications can play in an organisation. Her willingness to listen and reflect different perspectives was outstanding. It is clear that Erin is a young practitioner with enormous potential, at the beginning of what the judges hope will be a stellar career. trust I understand where they’re coming from One of my largest annual projects, McHappy It feels great to know my efforts have been and what they want to achieve. Day has also benefited from my renewed noticed internally too and knowing I work Opening myself to the business perspective philosophy. In years past McDonald’s within a company that values a holistic, of others has been invaluable. My sister fundraising for Ronald McDonald House collaborative approach is really motivating. manages a retail store and is always Charities had been blocked in shopping In 2013 I was identified as one of six high complaining about how corporate centres due to retailer restrictions. In 2013 we potential employees and provided a mentor management don’t listen or understand the wanted a way in. Working with our property for the year. Chief of Finance, Jacky and I implications of their decisions on the shop team I mapped out key management in each spent a lot of time talking about business and floor. As a result she is disengaged with centre chain. By planning effectively and stakeholder priorities and about working and their plans, vision and communication. As working together we have been able to open developing both personally and professionally. part of my pursuit to better understand our conversation, and now better understand Those conversations provided the catalyst for people and business I volunteered to work each other’s objectives and restrictions. The my philosophy to grow. I was also a recipient one day a month at a McDonald’s restaurant. result was the first New Zealand McHappy of one of eight McDonald’s Outstanding In doing so I have uncovered insights which Day event held in a centre. Better still, the Achievement Awards for ‘providing support have already begun reshaping the way we closer we got to the big day, the more Sylvia and advice beyond my years and my do business at a corporate level. Last year we Park Centre wanted to get involved. The commitment to consistently raising the bar’. improved engagement with our crew intranet event went off without a hitch, attracting I am still driven by results, I just think about to 80% through creating and implementing great community support and piquing media what constitutes success and the big picture a communications plan and opening portals interest. Persuasive conversations with local a little more. Sometimes the smaller, subtler for two way dialogue – pretty text book companies developed vested interest in the wins provide the most prospects for the stuff! The problem was, we were receiving cause too, and we were offered products future. My rapport with our franchisees is and reviewing feedback from a corporate and services including a free performance by growing and in time I hope to become a perspective. Since working in the restaurant I platinum selling music group Titanium. At thought partner for issues and ideas, so I have been able to better understand what life the end of the day Sylvia Park commended can continue to help ensure the integrity is like on the front line, and more importantly, us on making the event ‘work’ for both of the business remains as strong as it is the role we have to play in optimising the day parties and I’m happy to say we’ve reached today. My philosophy is changing to become to day running of the restaurant and work a point where Sylvia Park’s marketing team more proactive. I get out and talk to people, experience of our crew. Changing how we are flagging McHappy Day as one of their educate myself on different areas and levels communicate (timing, channel and language) potential annual community events. This of the business, wider environment and has seen our total logins double to reach will be a benchmark for the future and we’ll economy before I need to so when I’m asked 1,100,455 hits across 9,000 crew and 54 use the case study to pitch to other centres advice today, my guidance will shape the best franchisees for the year. A +112% increase around the country. decision for tomorrow. on the year prior.
66 Sally Logan-Milne Young Practitioner of the Year Award
Cindy Bangs, Advisor Engagement and Communications NZ Transport Agency
Rewind six years – I’m a nervous but excited 21 year old presenting a university public relations campaign to 200 people including five judges; prestigious public relations professionals who were about to decide if my work was up to standard. My team won the Chesterman Public Relations Award for best campaign for a not-for-profit organisation. That was my first challenge in public relations, and wouldn’t be my last.
HIGHLY COMMENDED
Getting your first job out of university is tough and my enrolments. I felt proud that I’d played a part in this story is no different – I applied for every communications positive result. job I could find. I took an entry level job at the NZ It was the job I landed with the NZ Transport Agency Childcare Association where I could really make my mark. that has helped me develop into the public relations It was a new position which gave me the chance to professional I really want to be. I applied for the role blossom and find my feet in public relations. because I believe in what the NZTA does – it’s actively The organisation needed energy around its trying to make a better place for New Zealanders. communications. It was struggling to recruit members I could relate – I’m a customer. and students, and needed to spice things up. I studied I chose communications as a career because it gives me my audience (500 early childhood centres, and potential the opportunity to provide people with information about early childhood teachers) and learnt what makes them things that affect their lives. I love making a difference tick. I talked to some of our customers about what by increasing people’s understanding of complex issues. they wanted from us and took this back to make our communications more targeted and relevant. Every day I get to influence decision making, so our To encourage improvement, I added in a feedback loop customers get information they need in a way that’s for our customers. This was my first taste of real audience tailored for them. I get to craft words and structure feedback and I learnt that the best way to improve is communications tactics so they cut through the noise, to ask questions and address concerns. and convey the information that matters. Learning was my focus in this role and it gave me the My first major challenge at the Transport Agency was to chance to work across everything – publications, website develop a public-facing campaign for the introduction of management, communications planning, conference Alcohol Interlocks, a new voluntary initiative for recidivist organising (for 400 plus people!), media management drink-drivers to stop them from drinking and driving. and more. The project was part of Safer Journeys, the government’s Over my three years there, our membership increased road safety strategy to reduce deaths and serious injuries by 200%, and we had record numbers of student on our roads. Recidivist drink-drivers are a high-risk target group.
67 Sally Logan-Milne Young Practitioner of the Year Award
DON’T FORGET THE TEN POINT CHECK Judges’ comment: The judges were impressed by Cindy’s IF YOU’RE TAKING A POOL CAR OUT, IT’S IMPORTANT TO BE COMFORTABLE focus on objectives and outcomes, and her WITH THE VEHICLE, AND CHECK IT FOR awareness of and responsiveness to audience SAFETY ISSUES BEFORE YOU HEAD OFF. perspectives. Her values as a practitioner were apparent in her entry – it was clear Cindy Here’s a list of ten important things to check: 1 Tyres - tread depth and tyre pressure. is interested in using her profession to make Look for cracks or bubbles in the side or any sharp objects embedded a difference, not just a ‘splash’. 2 Windscreen, wipers and mirrors – check they’re clean and in good condition 3 Lights front and rear – are they working and do you know how to turn them on and off? Are the lenses clean? 4 The exterior – is there any damage? 5 The driver’s seat – make sure it’s adjusted to best suit you 6 Safety belts – make sure they retract all the way 7 Dash warning lights – do any stay lit after you’ve started the car? 8 Fuel – do you have enough to get to your destination? 9 Tyre chains – if you need them, are they in the car? 10 The interior – make sure there’s nothing damaged inside the car
Getting the communication right was great job of communicating safety messages is overwhelming. Anecdotal and formal essential to the project’s success – we to the public, but hadn’t yet repackaged feedback shows us that people love what needed to raise awareness of the interlock them for our employees. Corporate Support we’re doing, and how we’re doing it – over option and make sure stakeholders (such as manages pool vehicles, so they wanted to 80% of staff surveyed recognise the safety judges, lawyers and the potential interlock help staff drive safely. programme and report they’re taking the users) had the information they needed to This was the first time the team had done messages on board. Its making them stop make informed decisions. Getting to these anything like this, so they were eager and and think before they get in the car. Senior people was tough – most were happy with open to my communications advice. When leaders have recognised the programme as the current options and the new, voluntary we first kicked off, I advised they develop a innovative and well executed. It recently got option was a tough sell. strategic project plan designed to achieve a special mention in our ‘Make a Difference’ In my last job I was talking to people who their goals and resonate with staff. safety awards – the only internal project to make the finals. wanted to listen. Trying to influence those My strategic advice and guidance helped who didn’t was a challenge. I worked shape the project and how it’s being This job has made me push myself, ask tough with other business groups and used the delivered. I’ve worked with the team to form questions, and think of the big picture – not core Safer Journeys messaging to align my a robust and targeted campaign that follows just what’s the best advice for the project I’m approach, and make everything we said a themed monthly plan. Each month I take working on, but what will align the project relevant to the audiences. the chosen theme (e.g. fatigue, speed or communications to our strategic objectives, Now a year down the track, over 150 vehicle safety) and put together messaging and what’s best for the customer. That’s what recidivist drink drivers have taken the first that’s informal, conversational, and focused it’s all about for me, helping our customers step to changing their behaviour and making on giving people helpful tips – not telling make informed decisions about their lives. our roads safer. them what to do. I ensure it aligns with the When I think back to university, I realise In this project, and others, I look for ways to Transport Agency’s strategic safety messages. that my learning there was just the tip of link to the bigger picture and try to take a This experience has transformed the way the iceberg. It’s what I’ve learnt since, from customer-centric view. I push for more. I ask the team thinks about communication. I’ve experience, challenging situations, my questions and don’t take the first solution as helped them think more strategically about colleagues, and (yes) making mistakes, that the only one. the way they engage with their customers, has got me to where I am today. I’ve learnt so much but know I still have a lot to learn, Communications is well suited to me – I can and you can see that their ongoing work is more considered and aligned with because that’s the nature of our profession. use my organisational skills and outgoing I can’t wait. personality to influence others to be more our objectives. successful. I love that I can help others It’s so rewarding to see how advice I provide improve their projects and results by can transform a project. A lot of people don’t enhancing the communications. understand how good communication adds This is evident in the value I’m adding to value until they see it. It’s an amazing feeling our 12-month internal safety campaign to realise that you’ve used your knowledge called ‘Helping you stay safe’ which started to change these opinions, and change the in July 2013. Our Corporate Support team outcomes of a project for the better. recognised that the Transport Agency does a We’re nine months in and the feedback
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© PRINZ Award Entrants, 2014