Introduction
The purpose of this Modern Communications Operating Model (MCOM) is to provide simplicity and clarity about the expectations of teams and leaders within Government Communications. MCOM brings together all the policies and guidance needed to build and lead a team that delivers exceptional communications that make a difference.
MCOM uses a must*, should, could framework to provide complete clarity on: the policies teams must follow; those that we recommend they should follow; and guidance that is available to consult and apply where needed.
Whether you are new to Government Communications, or an established leader who wants an accessible guide to best practice, MCOM is for you. It is a living document and will be updated regularly, so we welcome ongoing feedback to ensure it remains relevant to you.
*The Functional Standard for Communication, GovS011 uses the term “Shall” for mandatory elements. In this document, for simplicity we use “Must” rather than “Shall”.
Strategic approach
All departmental or organisational communication plans must reflect the strategic priorities of the government, and those of the Government Communications strategy (currently in development). The plans must also include clear metrics to support the delivery of the cross-government and organisational objectives, approved by the organisation’s board (or equivalent).
For team leaders
Strong leadership skills are critical to the successful delivery of effective and efficient government communications. As leaders, Directors and Heads of Communications set the vision for their teams, a vision which must support a shared vision of communications across government. Directors and Heads of Communications are expected to make a corporate contribution to Government Communications by working on cross-government projects.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | All departmental or organisational communication plans must reflect the strategic priorities of the government and the Permanent Secretary, Government Communications. | Must |
| Leaders | Plans must include clear metrics to support the delivery of the cross-government and organisational objectives, approved by the organisation’s board (or equivalent). | Must |
| Leaders | Directors and Heads of Communications are expected to make a corporate contribution to Government Communications by working on cross-government projects. | Must |
People and structure
Principles and guidance on setting up, managing and developing a high-performing communication team, including working with the Government Communication Service (GCS) and with Arm’s length bodies (ALBs).
Team design principles
Directors and Heads of Communications must clearly set out the roles and accountabilities of their teams (for example in an organogram). Directors and Heads of Communications must take the following principles into account when designing their teams:
- Ensure, through tiered accountability, that it is clear who makes decisions and owns outcomes and processes
- Work collaboratively in order to achieve clear, simple and consistent communication on behalf of government; manage duplication and minimise complexity
- Keep processes simple, proportionate and user-focused
- Define roles to suit the needs of the activity being undertaken
The purpose and size of organisations will differ, but every communications team should apply the common, gold standard principle of using a multi-disciplinary approach when structuring their teams.
Every communication team should have the core seven MCOM disciplines represented to differing degrees depending on organisational need, size and focus. This does not mean needing seven separate siloed teams. In the spirit of a multi-disciplinary approach, it means having those skills somewhere in the team and available to others.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | Directors and Heads of Communications must clearly set out roles and accountabilities (for example, in an organogram). | Must |
| Leaders | Directors and Heads of Communications must take the following principles into account when designing their teams: Tiered accountability; working collaboratively; managing duplication and minimising complexity; keeping processes user-focused; defining roles to suit the needs of the activity. | Must |
| Leaders | Communication teams should consider how to represent the seven MCOM disciplines, depending on organisational need, size and focus. | Must |
Communication disciplines and working with Heads of Disciplines
There are seven MCOM communication disciplines: Data and insight, Digital, External affairs, Internal communication, Media, Marketing and Strategic communication.
Each discipline has a cross-government Head of Discipline (HoD) and Deputy Head of Discipline (DHoD) who are expected to spend 20% of their time developing their discipline’s network, building capability, sharing best practice, facilitating cross-government collaboration and raising standards. They are appointed through a light touch open recruitment process, and are in post for two years.
For team leaders
Directors and Heads of Communications should support the HoDs and DHoDs and enable them to include their 20% contribution within their Personal Development Plans (PDPs). Directors and Heads of Communications should work collaboratively with the discipline networks.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | Directors and Heads of Communications must clearly set out roles and should support the HoDs and DHoDs by including their 20% contribution within their PDPs. Directors and Heads of Communications should work collaboratively with the discipline networks (for example, in an organogram). | Should |
Working across your organisation
Directors or Heads of Communications are responsible for managing the communication function (all communications work, not just the comms team itself) for your organisation. They are accountable for ensuring their whole organisation, including ALBs and embedded communicators, complies with the Functional Standard for Communication, GovS011. They are also accountable for their whole organisation aligning to the vision and strategies of Government Communications, and for building their professional communications capability and skills.
Directors and Heads of Communications should have oversight of relevant recruitment across their whole organisation, including embedded communicators and sponsored ALBs. For example, this would include agreeing job descriptions and participating in selection panels.
This section contains the principles which Directors and Heads of Communications should follow to establish collaborative partnerships between ALBs and sponsoring departments.
A helpful overview of how ALBs should link to Directors of Communications and the Head of Profession can be found in the overall Government Functional Standard – GovS 001 for all government functions (figure 6 on page 17).
Effective working between ALBs and sponsor departments
Directors and Heads of Communications should approach building strong links between ALBs and sponsor departments, namely:
- Where an organisation is part of an ALB cluster, duplication should be removed, and closer, integrated working should be the norm.
- Organisations do not necessarily need every capability in-house, and should look at sharing service opportunities across a group, or across Government Communications.
- Sponsor departments should make sure the right processes are in place to quality assure all ALBs – without inhibiting ALB autonomy and expertise – and encourage and enable access to the Government Communications learning offer.
Sensible collaboration doesn’t preclude operational independence. It means coming together where there are shared interests without limiting the ability to pursue individual responsibilities.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | Use the ALB and Department principles to build links between ALBs and their sponsor departments. | Should |
Working with embedded communicators
Many organisations across government will have ‘embedded’ communications teams or staff working outside the core communications function. Directors and Heads of Communications should establish links and reporting lines that foster strong collaboration and oversight, as well as ensuring embedded communicators are delivering high quality communications work consistent with Government Communications and organisational standards, and have access to career and skills development and learning.
As a starting point, a Director or Head of Communications should know how many embedded professional communicators work within their organisation, what communications work they are undertaking and the level of communication skills.
Directors and Heads of Communications should have the same commitment to upskilling all communicators in their organisations, and direct them towards the guidance and skills training provided by Government Communications. Civil servants looking to recruit embedded roles should seek approval from their Director or Head of Communications before recruitment to check that the relevant activity cannot be supported by the central team and to avoid duplication.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | Ensure they know how many embedded professional communicators work within their organisation, what communications work they are undertaking and the level of communication skills, and development needed. | Should |
Location strategy
All Directors and Heads of Communications should promote and support careers across the UK by advertising Government Communications roles outside of London by default, and actively work to ensure that team members across all sites work collaboratively and feel part of the Government Communications community, with access to training, development and career opportunities.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | Promote and support careers across the UK through advertising Government Communications roles outside of London by default and across networks. | Should |
| Leaders | Consider and incorporate current best practice on location strategy and team building. | Should |
Workforce planning
The Data Collection takes place annually and collects data for all organisations within Government Communications to help with workforce planning and skills development. All Directors and Heads of Communications should provide support in returning data for all the organisations they lead. They should nominate representatives to ensure Sponsored Organisations within their departments are providing the information in a timely and complete way.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | Ensure their organisation completes and returns the annual Data Collection. | Should |
| Leaders | Nominate representatives to ensure Sponsored Organisations within their departments are providing the information in a timely and complete way. | Should |
Building capability and talent
Our aspiration is for Government Communications to be a destination of choice for communications professionals. We aim to attract, recruit and retain the best communications talent by providing world class training and development programmes, and reinforce a culture of continuous improvement and excellence by investing in the skills we need.
Our Career Pathway provides clarity on how to progress, alongside the Government Communications Advance programme (opens in new tab) which provides outstanding learning across all disciplines and levels of expertise, to develop the skills we need now, and in the future.
Directors and Heads of Communications must take responsibility for building capability and talent within their organisations. They must ensure that learning and development is conducted in line with the results of analysis of capability and learning needs on both an organisational level, and by contributing to the annual Data Collection.
Directors and Heads of Communications should actively encourage their teams to use the Career Framework to provide clarity on the skills, capability and experience needed by grade to progress in their career. Communicators should use the Career Framework to discuss learning and development requirements and future career goals, and record these in Personal Development Plans (PDPs).
Directors and Heads of Communications must actively identify talent within their organisations, complete talent grids and champion our talent approach. Senior leaders should use the Apprenticeship programme to attract diverse, external early talent and the Advance Leader (opens in new tab) offer to foster an exceptional cadre of internal Government Communications leaders.
| For | Requirement | Must/Should/Could |
|---|---|---|
| All | Communicators should use the Career Framework to discuss future career goals and learning requirements, and record these in PDPs. | Should |
| Leaders | Directors and Heads of Communications should actively encourage their teams to use the Career Framework to provide clarity on the skills, capability and experience needed by grade to progress in their career. | Should |
| Leaders | Directors and Heads of Communications should actively identify talent within their organisations, complete talent grids and champion the talent schemes on offer. | Should |
Learning and development
All members of Government Communications must engage in 4 to 5 days of training across the year (worth at least 30 Continuing Professional Development (CPD) points) and have this reflected in their PDPs and Connect profiles. Directors and Heads of Communication should drive awareness of and champion the Advance offer within their organisation. In addition, Directors and Heads of Communications should help to change the culture around learning and development, and ensure more space is created to prioritise learning and development.
| For | Requirement | Must/Should/Could |
|---|---|---|
| All | All members must engage in 4 to 5 days of training across the year (worth at least 30 Continuing Professional Development points) and have this reflected in their PDPs. | Must |
| Leaders | Directors and Heads of Communications should drive awareness of and champion the Advance offer within their organisation. | Should |
Policies
This section will set out mandatory policies relating to government communication.This section will set out mandatory policies relating to government communication.
Functional Standard: GovS011
Functional standards support the effectiveness and efficiency of work in government (Communication is a function, as is HR, Digital, Finance). They are cross-government, agreed by the Civil Service Board and promoted and embedded by the individual functions.
The Functional Standard for Communication, GovS011 sets the expectations for the management and practice of government communication.
This short video provides a useful introduction to Functional Standards, what they do and how they can help: Government Functional Standards explained.
Directors and Heads of Communications must have a plan in place to demonstrate they are complying with the Functional Standard for Communication mandatory elements (the “shalls”) in line with their business needs and priorities. This was set out in the Dear Accounting Officer letter dated 20 September 2021, which set out that use of the standards should be embedded into each organisation’s business plans. Statements about use of functional standards should be included in annual reports and, where relevant, Accounting Officer system statements.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | Directors and Heads of Communications must have a plan in place to demonstrate they are complying with the Functional Standard for Communication mandatory elements (the “shalls”) in a way that meets their business needs and priorities. | Must |
| Leaders | Use of the standards should be embedded into each organisation’s business plans. Statements about use of functional standards should be included in annual reports and, where relevant, Accounting Officer system statements. | Should |
Propriety and ethics
Like all civil servants, government communicators must carry out their work objectively and without political bias, in accordance with the standards of behaviour and ethics set out in the Civil Service Code. As set out in GovS011, Directors and Heads of Communications must ensure that all communications uphold public service codes of conduct.
Directors and Heads of Communications must ensure that all government communicators are clear on propriety and ethics guidance, their responsibilities and how they raise a concern. Learn more in our guidance on propriety and ethics for government communicators.
Directors and Heads of Communications must ensure that all those within their organisation are fully aware and regularly reminded of their duties and obligations as civil servants and government communicators. Propriety and ethics training (opens in new tab) helps communicators understand how to apply the guidance to their work using real-life case studies and advice from Government Communications leaders including guidance in digital and social media. The training is mandatory for those working in government departments and strongly advised for those working in ALBs. Our propriety and ethics guide includes guidance on how to raise a concern.
| For | Requirement | Must/Should/Could |
|---|---|---|
| All | Be aware of, and comply with, the standards of behaviour set out in the Civil Service Code. | Must |
| All | Complete all mandatory training on propriety and ethics. | Must |
| Leaders | Directors and Heads of Communications must ensure that all government communicators are clear on propriety and ethics guidance, their responsibilities and how they raise a concern. | Must |
| Leaders | Directors and Heads of Communications must also follow and share guidance on propriety in digital and social media, emphasising the need for civil servants to adhere to the Civil Service Code as much online as offline. | Must |
| Leaders | Directors and Heads of Communications should ensure that all communicators within their organisation are fully aware and regularly reminded of their duties and obligations as civil servants and government communicators. | Must |
Generative AI
Generative Artificial Intelligence (AI) is a specialised form of AI that can interpret and generate high-quality outputs including text and images. Potential opportunities include delivering efficiency savings or developing new language capability.
The generative AI policy aims to set the standard for excellence in government communication in the AI age.
The policy has been developed to support teams in harnessing the benefits of generative AI for the public, and to do this in a responsible way which aligns with our values and inspires trust and confidence in government.
All Government Communications members using generative AI in their roles must do so in accordance with the latest government guidance.
Particular care must be taken in ensuring accuracy, inclusivity and mitigating biases. The Government Communication Service provide training for members through the Learning Hub (opens in new tab) to support the responsible use of generative AI and provide guidance on meeting these challenges, which all government communicators should complete.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | Directors and Heads of Communications must ensure that their teams have read and follow the Government Communications generative AI policy, and comply with the standards of behaviour set out in the Civil Service Code. | Must |
| Leaders | Directors and Heads of Communications must ensure that the use of generative AI is always done so in accordance with the latest government guidance.. | Must |
| Leaders | Directors and Heads of Communications should ensure that their teams complete training on AI before using generative AI in their communications work. | Should |
Procurement and spend
The GCS works with all central government organisations to ensure that where taxpayers’ money is being spent on government communications it is cost-effective. Directors and Heads of Communications must adhere to Government Communications policies on procurement and spending controls within their organisations.
Spending controls
The Cabinet Office spending controls cover advertising, marketing and communications (AMC) spend, and apply to campaigns, projects or programmes with planned communications expenditure of £100,000 or more within a financial year.
There is a clear simplified three-stage approval process which must be followed, this includes the technical case form and contacts. GCS works to a 21 calendar day Service Level Agreement (SLA) from the day the technical business case is submitted. The SLA does not apply during recess. Campaign leaders should ensure that this is built into campaign lead times.
Procurement
Directors and Heads of Communications must use approved government frameworks for the purchasing of external advertising, marketing and communication services and support, and any guidance issued by the Commercial Director within your organisation. Learn more in our guidance on buying communication support.
Managing risk – SAFER
The SAFER framework sets the standard for digital brand safety in government advertising, following five principles: safety, appropriate environments, freedom of speech, ethics, and risks and responsibilities.
Directors and Heads of Communications must ensure that their campaigns teams are using the SAFER framework to assess digital environments and adopt a risk-based approach. Using this framework will help demonstrate responsible use of taxpayers’ money and ensure the UK Government brand is protected.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | Directors and Heads of Communications must ensure that Government Communications policies on procurement and spending controls are adhered to and understood within their organisations. | Must |
| Leaders | Directors and Heads of Communications must use approved government frameworks for the purchasing of external advertising, marketing and communication services and support. | Must |
| Leaders | Directors and Heads of Communications must also refer to guidance issued by the Commercial Director within their organisation. | Must |
| Leaders | Directors and Heads of Communications should ensure that their teams Directors and Heads of Communication must ensure their campaign teams are using the SAFER Framework to assess digital environments, and adopt a risk-based approach to government advertising. | Must |
Data handling and data protection
The day-to-day work of government communicators must be understood in the wider context of the legislative and regulatory environment. Whilst innovation in technology provides huge opportunities for government communication, it is accompanied by significant ethical and legal considerations around data handling and data protection which all government communicators must have awareness of.
Directors and Heads of Communications must ensure that the work of their communications team conforms to the principles of the Data Protection Act 2018. This act controls how personal information is used by organisations, businesses and government, and every government communicator must have an understanding of the eight data protection principles. This includes when it is necessary to complete a Data Protection Impact Assessment (DPIA). Refer to ICO guidance to learn more about when this is required.
In summary, personal data should be:
- Processed fairly and lawfully and not unless certain conditions are met
- Obtained for specific and lawful purposes and not further processed in a manner incompatible with that purpose
- Adequate, relevant and not excessive for that purpose
- Accurate and, where necessary, kept up to date
- Processed in accordance with the rights of the individual
- Kept no longer than is necessary for the purpose
- Protected by appropriate security
- Not transferred without adequate protection
You should refer to your organisation’s Data Protection Officer to ensure compliance, get approval on wording relating to Data Protection and for further guidance.
Directors and Heads of Communication must be aware of the introduction of the General Data Protection Regulation (GDPR) in the Data Protection Act 2018, and ensure compliance when planning and implementing government campaigns. Put simply, ‘privacy by design’ must be a key objective.
The Information Commissioner’s Office website provides comprehensive information on the Data Protection Act and GDPR and you should refer to your Data Protection Officer for further guidance.
Alongside Data Protection principles which all government communicators must know is more specialist guidance which Directors and Heads of Communications must be aware of concerning data protection and Direct Marketing, Campaign Platform development, Programmatic Real Time Bidding, and Facebook related privacy notices and cookie banners.
GDPR and Direct Marketing
The majority of communications from government to individuals are unlikely to constitute direct marketing. However, campaign teams must demonstrate a lawful basis for processing personal data under UK GDPR within their Data Protection Impact Assessment (DPIA) if they are planning to reach audiences through this approach. Further guidance is available from the Information Commissioner Officer’s website – Compliant use of Direct Marketing approaches. Campaign leads should consult their organisation’s Data Protection Officer.
Data protection and data management guidance in social media campaigns and website development
Our guidance on how to set up a government campaign website must be consulted when building campaign platforms to ensure compliance with GDPR.
Departments must adopt a ‘Least Data by Default’ approach when using programmatic real-time bidding advertising (RTB) to deliver digital media.
| For | Requirement | Must/Should/Could |
|---|---|---|
| Leaders | Directors and Heads of Communications must ensure that everyone in their communication function is aware of their responsibilities under the Data Protection Act. | Must |
| Leaders | Campaign leads should refer to their organisation’s Data Protection Officer (DPO) for approval on wording relating to Data Protection as well as advice on compliance with the DPA. | Should |
| Leaders | Directors and Heads of Communications must understand and comply with GDPR legislation when planning and implementing government communication campaigns. | Must |
Inclusive and accessible communication
The Equality Act 2010 requires the government to make reasonable adjustments to ensure that everyone has equal access to information, goods and services. If your communication is about something that will affect disabled people, or they are entitled to know or be included in, you must ensure that you have done as much as can be reasonably expected to ensure they can access and respond to the information. Learn more in our guidance on accessible and inclusive communications.
| For | Requirement | Must/Should/Could |
|---|---|---|
| All | Read the Government Communications guidance on accessible and inclusive communications and ensure all government communications are compliant. | Must |
HMG brand guidelines
It is important for the public to easily recognise the work of government, departments, agencies and Arm’s Length Bodies. This shows the information is official and comes from the government.
The unifying element of the Government identity is the Royal Coat of Arms. Only departments of His Majesty’s Government (HMG) and its organisations are permitted to use the Royal Coat of Arms and associated insignia.Directors and Heads of Communication must ensure that all communication activities comply with HMG Government identity guidelines, as set out in the branding guidance.
Guidance and tools
This section sets out guidance and tried-and-tested tools for delivering best in class communication activity.
Campaign planning
A campaign is a planned sequence of communications and interactions that uses a compelling narrative over time to deliver a defined and measurable outcome.
All government communications should be viewed in the context of a wider campaign, for example, what do we want to achieve and what is the strategic context? This way we can ensure that all our work links to a clear objective and we can evaluate the impact of everything we do.
All government communication campaigns should be developed and delivered according to the principles set out in the OASIS framework (Objectives, Audience and insights, Strategy and ideas, Implementation, Scoring and evaluation).
Ethical innovation
The Framework for Ethical Innovation has been established to guide government communicators on the ethical and proper use of emerging technologies and applications of data. It is designed to help us to identify what we should be considering from the outset of our innovative work, by using the Civil Service and Government Communications values to help inform and make the best decisions possible, including considerations around data protection, security and privacy.
Evaluation
Evaluation is the cornerstone of effective communication, enabling communicators to reach target audiences effectively and do so in a meaningful and cost-effective way. It should be a continuous process that fuels ongoing learning and development, supporting us all in making informed decisions which are fuelled by evidence and insight.
Evaluation should be an intrinsic element of the communications planning process from the very outset, with activities built into each campaign stage so learning can be incorporated and reflected in real-time, as well as to improve future activities.
The Evaluation Cycle provides a flexible framework for measuring success across all communication activities, promoting continuous learning and innovation while integrating best practices for better impact and future planning.
Managing crisis communications
Effective communication is a vital component of good crisis management.
As set out in Crisis communication: A behavioural approach, during a crisis government communicators must act quickly to ensure the public has access to accurate information, knows the actions and behaviours they can adopt to protect themselves and others, and understands what the government is doing and why.
Directors of Communications must be responsible for preparing and managing crisis communications associated with the risks that their department owns and is the ‘Lead Government Department’ for (as identified in the National Security Risk Assessment). The GCS Crisis Team (crisiscomms@cabinetoffice.gov.uk) will support departments to develop robust communication contingency plans, and ensure they have the right capabilities in place to implement that plan.
Directors of Communications should ensure their teams use the STOP: Crisis communications planning guide in the creation of their crisis communication plans. The guide uses the ‘STOP’ framework (Strategy, Tactics, Organisation and People) to outline the essential components of an effective crisis comms plan. It builds on the wider planning cycle outlined in the PRIMER: Emergency planning framework.
Directors of Communications must ensure they are familiar with the Crisis communications operating model: Prepare, respond, recover.
Mis- and disinformation: Communicating in a contested environment
Protecting the UK’s prosperity, security and democracy is the first duty of the British government. Our communication must always be underpinned by this mission, supporting our allies and partners, and deterring our adversaries. This requires developing and leveraging our soft power and encouraging the world to invest, partner and work with our country.
It also means developing a clear eyed understanding of how disinformation is deployed by our adversaries, and developing expertise on how to counter these techniques.
Directors and Heads of Communications should follow the RESIST 3 framework for guidance on how to reduce the impact of mis- and disinformation.
Strategic communications for global audiences
Modern communication is borderless and vital to influencing and shaping perceptions among global audiences. If the UK is to be successful in achieving its international goals, it needs to fully use its strategic communication capabilities in terms of allies, assets and abilities. The guidance and approach contained within the PITCH toolkit will enable you to develop and deliver effective global communication campaigns which are credible, proactive and effective, and which cut through a crowded information environment. The PITCH framework is centred on: working in partnership; using insight; gathering trusted voices; delivering compelling content; and maintaining the highest ethical standards, in line with our democratic values.
All Directors and Heads of Communications working with international audiences should be familiar with the tools and best practices set out within PITCH, and share them proactively with their teams. PITCH should be read in tandem with the RESIST 3 framework as it builds on the ‘Strategic Communications’ step of RESIST. You should refer to the PITCH checklist contained within Annex A to the guidance when developing your international campaigns.
Understanding behaviour change
Behaviour change is one of the primary functions of government communication – helping change and save lives, helping the government run more effectively and saving taxpayers’ money.
Directors and Heads of Communications should ensure they are familiar with Government Communications guidance on adopting a behavioural approach, to ensure communications are audience-centred and effective.
Read our principles of behaviour change and learn how to apply the COM-B model (Capability, Opportunity and Motivation).
Influencer marketing
Influencer marketing is when brands partner with individuals who have an engaged online following. This includes social media influencers, podcasters and professional experts. It can be an effective way to reach audiences that the government and traditional marketing channels find hard to reach. When used in a transparent way, influencers can create personalised and engaging content for your campaign.
However, if used incorrectly, public confidence in government communications risks being eroded. Therefore, all government communicators should read and follow the guidance set out in the guidelines for influencer marketing (member-only content).
All government communicators considering using influencers as part of a campaign should understand the need for rigorous checks to take place before an activity goes live. This is to ensure any partnership does not represent a reputational risk to the government. As per the Regulation of Investigatory Powers Act 2000 (RIPA), these checks should be managed by an agency. The principles set out in the SAFER framework should also be used as a guide.
Government communicators should refer to their organisation’s own guidelines on influencer marketing.
Models for disciplines
Each of the seven MCOM disciplines provides guidance around key skills and areas of practice.
Directors and Heads of Communication should follow these according to the needs of their organisation.
- External affairs
- Marketing
- Internal communication
- Media
- Strategic communication
- Data and Insight
- Digital communication
Media Monitoring Unit
The Media Monitoring Unit (MMU) is a 24/7 service which provides briefings on Government issues from the day’s print, digital and broadcast media, delivered on a subscription basis with departments and ALBs paying an annual fee.
MMU also provides verbatim transcripts and access to embargoed stories, as well as ad hoc requests for interview and report summaries from subscribing departments. For any monitoring requests or enquiries please contact mmu@cabinetoffice.gov.uk
Guidance and tools: collection of team expectations
| For | Requirement | Must/Should/Could |
|---|---|---|
| All | All government communication campaigns should be developed and delivered according to OASIS principles. | Should |
| All | Directors and Heads of Communications ensure that their teams have read and apply the framework to any innovation projects they are scoping. | Must |
| All | Directors and Heads of Communications be aware of the range of cross-government policies and frameworks which sit alongside this Framework. | Must |
| All | Directors and Heads of Communications be clear on the process for raising concerns, and what to do if barriers are identified which prevent the upholding of legal obligations, propriety guidance, or best practices and policies. | Should |
| All | Directors and Heads of Communications should ensure that all those working within their teams implement the principles and processes set out in the Evaluation Cycle. | Should |
| All | Directors and Heads of Communications should emphasise the need for continuous learning and innovation, and create the right environment for this to happen – learning from what does and doesn’t work. They should ensure that insights and learning are shared across teams and government organisations. | Should |
| Leaders | Directors of Communications must ensure they are familiar with the Crisis Communications Operating Model. | Must |
| Leaders | Directors of Communications should ensure that they and their teams are familiar with the Crisis Communication Planning Guide. | Should |
| Leaders | Directors and Heads of Communications should follow RESIST 3 framework for guidance on how to reduce the impact of mis- and disinformation. | Should |
| Leaders | All Directors and Heads of Communications working with international audiences should be familiar with the tools and best practices contained within PITCH and share them proactively with their teams. | Should |
| Leaders | Directors and Heads of Communications should ensure they are familiar with GCS guidance on adopting a behavioural approach and the COM-B model, to ensure communications are audience-centred and effective. | Should |
| All | Government communicators should ensure that rigorous checks take place, following the SAFER framework principles, before an activity goes live. | Should |
| Leaders | Directors and Heads of Communications should follow Gov Comms disciplines guidance and best practice according to the needs of their organisation | Should |