Campaign of the Year

Derby City Council

Destination Derby: securing the home of Great British railways

Derby won Great British Railways headquarters competition with a well-executed communication campaign by Derby City Council, that included social media, website, partnership with rail industry and football club, and local broadcast, print and radio media. The city won the public vote with 45,600 public votes, 5,000 more than the nearest competition.

Havering LBC 

The Havering characters

The Havering Characters show that when budgets are under increasing strain and with councils still adapting to new hybrid ways of working, a bit of nudge, bags of creativity and some tongue-in-cheek humour can change behaviour and improve services for residents. Improving customer service is a priority for Havering who took an innovative approach, holding a mirror up to itself, introducing a new workforce etiquette and improving the experience of contacting the council. The bold campaign showed that you can improve customer service for residents from the inside out and inject pride in public service on a shoestring.

Lewisham LBC 

A warm welcome for all

In response to the emerging cost of living crisis and our research, we developed a data driven, integrated marketing campaign, delivered with Lewisham’s Local Strategic Partnership, VCS and health partners, identifying warm welcome spaces and targeting those most vulnerable households. The campaign exceeded targets and had a much broader impact than anticipated, building capacity within the organisation and our strategic partnerships, and improving efficiencies at service touchpoints. The targeted outreach and engagement work means we are talking to people about things that are relevant to them, delivering strong return on investment, critically important because of austerity and budget challenges.

Liverpool City Council 

Childhood development campaign – 24 magic months

"In Liverpool one in three children are not ready for school by age four (2021/22), significantly below the national level and the 8th lowest nationally. Not being school ready means not being able to hold a pencil, listen properly or pay attention, this negatively impacts their ability to learn, grow, thrive throughout life. In 2022 Public Health Liverpool launched a campaign called 24 Magic Months aiming to support parents in helping their children to thrive. The campaign reached a third of parents/carers with children aged 0 – 24 months leading to positive child development outcomes measured by Health Visitors. "

Luton BC 

Step forward Luton

Step Forward Luton is a new place brand, led by the community of Luton. The mission of Step Forward Luton is simple - to showcase the unique attributes of Luton and raise civic pride among its residents. The goal is to counteract unfounded negative perceptions and highlight the town as an exceptional place to live, work, study, and invest. The campaign launched in August 2023 and in four months has reached over 400,000 people, amassed a steadily growing following and is beginning to change stubborn perceptions of Luton, unlocking enormous opportunities for the future of our town and its people.

South Gloucestershire Council 

Cost of living campaign

South Gloucestershire is an affluent district however, inequality gaps have increased over recent years and the impact of the cost of living crisis has been significant in several areas of deprivation. This campaign focussed on those most affected and found ways to engage with communities which are hard to reach. National schemes around Pension Credit and Community Welcome Spaces were encompassed plus local initiatives such as a Holiday and Food Programme for families on low incomes and free warm packs for those struggling to heat their homes. The campaign was continually monitored, reviewed, and improved in response to insight.

South Norfolk Council & Broadland DC 

T-dawg raises the bar!

In public sector communication and civic engagement, South Norfolk and Broadland District Councils' Voter ID awareness campaign stands as an example of innovative strategy and effective execution. The campaign, starring Managing Director and returning Officer, Trevor Holden, or 'T-Dawg', was not just a communication exercise; it was a creative effort in altering voter behaviour in preparation for the May elections. The campaign was uniquely positioned to augment the national Voter ID campaign, targeting demographics less reached by national messaging. This included a focus on both older individuals and younger voters, creating a strategy that was inclusive and effective.

Waltham Forest LBC 

Let's talk Waltham Forest

Let's Talk: Waltham Forest was the biggest engagement campaign Waltham Forest Council had run in years, and was hugely successful with the team smashing targets by over 260%. It empowered residents to share their voices in a simple and effective way, gathering insight into what they want and need in their local 15 minute neighbourhoods. Driving our programme of improvement work forward, we are now able to successfully implement these changes for residents.

Wiltshire Council 

Recycling: let's sort it

Wiltshire Council took decisive action to find a creative solution to the problem of some residents putting incorrect items in their recycling bins. Through a striking communications campaign and the work of the council's waste team there was a reduction in bin contamination and rejected bins. The campaign empowered residents to make simple behaviour changes and ensure the council continues to make progress towards its climate targets and saves money at a challenging financial time for local authorities.

Wolverhampton City Council 

Better health: rewards

Are incentives and rewards an effective way to encourage people to change their lifestyles and ultimately improve health and wellbeing? City of Wolverhampton Council set out to answer that question on behalf of the government through a multi-faceted campaign, Better Health: Rewards. The council used its communications nous and strong partnerships to create a highly engaging wave of activities that reached every corner of the city. The campaign exceeded tough targets: with nearly 6,000 people completed the 20-week programme and almost 150,000 challenges. Its success will help to shape future national programmes and within government the partnership