1 Modern Communications Operating Model (MCOM) Model Gweithredu Cyfathrebiadau #CivilServiceLive #CommsHub

2 Aim The aim of the GCS is to deliver world-class public service communications. Communications that support minister’s priorities, enable the efficient and effective operations of public services and improve peoples lives

3 Modern Communications Operating Model (MCOM) MCOM – principles for improving communications team capability, structures, skill and resources MCOM cover shot

4 Core communications team Strategic communications Media and campaigns Strategic engagement Internal communications

5 1. Strategic communications Undertakes horizon scans for the department and provides the plotline for the core narrative, gathers audience insight and evaluates communications

6 Using insight Department for Transport narrative in four sentences From 344 pages, 13 appendices To

7 2. Media and campaigns Content rather than press releases Use the OASIS campaign model – Objectives – Audience (insight) – Strategy – Implementation – Score (evaluation) Be flexible, campaigns evolve, react to feedback and evaluation

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9 3. Strategic engagement Build alliances with partners and third parties to disseminate messages and share content Listen

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11 Internal communications Works in partnership with leaders – to engage staff in delivering the Governments and departmental priorities; and – supporting organisational and cultural change

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16 The Modern Communications Operating Model report sets out a new approach to organise professional communicators. It represents the best advice from leading members of the GCS about the most effective ways to meet the constantly evolving challenges we face in increasing understanding, building trust and changing behaviour for the public good. Its key insight is that teams should be seamlessly integrated, they should be based around audience understanding, be insight and data-driven, and be digitally-orientated. At the heart is a combined media & campaigns team producing content across all channels to achieve campaign objectives. There is also a big focus on leadership, capable of setting the highest professional standards, inspiring and empowering teams to give their organisation the confidence to translate business objectives into communications activity and behavioural outcomes. The structure proposed is a radical change from the traditional press office-led format. It envisages a team at the heart of the department or agency led by a Board-level chief with four roles. First, strategic communications including horizon-scanning and evaluation to listen, to target and assess activity. Second, a combined media and campaigns team to deliver content to audiences. Third, a strategic engagement team to build support and understanding. Fourth but definitely not least, a strong internal communications function to engage the organisation (not ‘send out stuff to staff’). The new model envisages that embedded communicators are part of the corporate team, and that agencies work in a much more integrated way with sponsor departments. Similarly we hope that it offers local authorities a way of organising their communication that will be yet more efficient and effective. Core script in a page for you to explain to others