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Building a world class Victoria

Client: 

Department of Infrastructure

PR Company: 

Department of Infrastructure

Award Category: 

Award Type: 

Call Number: 

2006 C1 - 3

Year: 

2006

Executive Summary: 

The Building a World Class Victoria campaign was designed to raise awareness of infrastructure investment and opportunities across Victoria. It was the first government awareness campaign to highlight a government’s capital works program.

The campaign took a multilayered approach and incorporated:

  • a series of ‘scene setting’ upbeat television commercial highlighting a range of infrastructure projects
  • extensive use of advertorials in community newspapers in metropolitan Melbourne and in regional and rural Victoria which featured images of beneficiaries in context with the infrastructure;
  • and a series of events including an Industry Breakfast Forum and the Melbourne 2006 Commonwealth Games Open Day.

These tactics and strategy delivered an innovative and contemporary campaign that engaged the target publics through a unique approach where third party independent individuals outlined the benefits attached to local infrastructure projects.  The considerable breadth of the project was delivered within tight timeframes and involved multiple stakeholder management across several government departments.

Situation Analysis: 

Market research undertaken by the Department of Infrastructure in February 2005 revealed a low awareness and understanding of infrastructure projects among Victorians and a perception in the business sector that little information was provided by Government.

The Building One Victoria framework policy document targeting the industry sector was launched in June 2005 and highlighted infrastructure projects built or underway across Victoria.The Victorian Government developed VictoriaHome of World Class Performances as the over-arching branding for a series of campaigns. The brand Building a World Class Victoria wasdeveloped to better fit within the infrastructure communication objectives.

The campaign addressed the opportunity to inform the general community and business sector of the significant infrastructure investment across Victoria and the benefits and opportunities that the investment provides.T

he campaign faced a significant challenge of quickly identifying relevant projects across several government departments. This provided challenges with stakeholder management with the delivery of timely information to meet deadlines and complexity in the factual checking and approval processes.

The method of approach for the campaign was not in the typical government format. The challenge was to deliver a communication program that would encourage the target audience to engage with the subject matter. Third party beneficiaries commented on the benefits of the infrastructure in their own words, providing a local ‘face’ which the community could more readily identify.

Research: 

In January 2005 a detailed research program was conducted to understand community and industry awareness, attitudes and expectations of infrastructure investment.Research included a series of qualitative research with community through focus groups (regional and metropolitan); qualitative research across several industry sectors through in-depth interviews; and quantitative community research through a random CATI survey of residents across Victoria.

The research indicated that the community had high expectations accompanied by low awareness of current infrastructure projects; priority areas of interest included health, education, transport and the like. Short term employment during the construction of infrastructure projects was one of the most immediate benefits determined by both groups.

The research indicated a concern that regional Victoria was perceived to be neglected in the delivery of infrastructure projects. The Building One Victoria concept was also tested and was positively received, particularly with it providing an overall plan for infrastructure and the benefits provided.

Delivery methods were also tested and indicated that the community were interested in receiving information through mainstream media. Industry preferred to receive information through their member organisations and then through industry seminars and newsletters.T

hese results assisted in developing the campaign strategy. Research testing of the television advertisements occurred across metropolitan and regional locations. The ads tested strongly, providing an understanding that major infrastructure investment was occurring within Victoria with many business opportunities being created.

The positive, upbeat feel and the use of an iconic song were considered major strengths. The concept of Building a World Class Victoria tested positively, conveying the ongoing and progressive nature of infrastructure investment.

The research also indicated that the 120 second ‘positioning’ ad worked well with the three 30 second ads. The longer ad created a positive emotional link and gave an indication of the breadth of infrastructure projects whilst the shorter ads were informative and added credibility to the claims.Research was also conducted to identify the appropriate media buy strategy. Optimedia researched the media consumption habits of target publics.

This research influenced the media buy plan. Once the campaign commenced it was monitored and adjustments made as required.

Target Policies: 

Target Publics

The state-wide Building a World Class Victoria campaign targeted both the community and the industry sectors. Community publics across Victoria included:

  • Grocery buyers with children;
  • Wider community members aged between 18 – 65 years.

Grocery buyers with children were the primary target market as infrastructure projects were critical to their lifestyle. Infrastructure projects were also important to the wider adult community, with the aim to raise awareness to use the new and upgraded facilities and to alert them to potential employment and business opportunities.

The program also dealt with key stakeholders including:

  •     Construction associated industries;
  •     Small and medium sized businesses;
  •     Local government.

These publics were critical to engage as infrastructure projects were crucial to building industry confidence and encouraging further development in these sectors.

Communication Strategy: 

As a whole of Victorian Government campaign, the concept of ‘infrastructure’ included all infrastructure and not restricted to projects under the responsibility of the Department of Infrastructure. Identification of projects was a significant process of liaison with several government departments.

Key signature projects demonstrating the breadth of infrastructure investment were highlighted in the television advertisements, press ads and advertorials. A series of ‘themes’ showcased areas of infrastructure development and were repeated across different mediums to increase brand awareness.

A unique approach was used where third party independent beneficiaries commented on the benefits in their own words of local and signature infrastructure projects. The community could more readily identify with the local ‘face’ for the story.

The campaign was structured on two levels:

  • Statewide level – this incorporated the key messages for Building a World Class Victoria and ‘signature’ infrastructure projects through television and press;
  • Local level – this reinforced the state-wide messages with local examples and messages specific to regional Victoria and metropolitan Melbourne.
    The industry sector was engaged through a Stakeholder Relations program.

Implementation: 

Based upon market research and appropriate media channels suited to the targeted demographics the following strategy was developed:

State-wide level

  • Television commercials – 120 second ad and three 30 second ads (see Appendix A.1);
  • Press Ads – Eight full page press ads in The Age’s Good Weekend and Sunday Life magazines (see Appendix A.2);
  • Feature lift out – Sunday Herald Sun feature lift out (see Appendix A.3);
  • Melbourne 2006 Commonwealth Games Open Day – Open Day event showcasing four key Commonwealth Games venues to the public, including press ads, advertorials and radio ads (see Appendix A.4 – A.6).

Local level

  • Metropolitan advertorials – Two 4 page features and four three-quarter page advertorials across 30 Leader newspapers (see Appendix A.7);
  • Regional/rural advertorials – Seven full page advertorials across 15 Victorian regional and rural newspapers (see Appendix A.8).
  • Stakeholder relations
  • Industry Breakfast Forum – A panel discussion for industry and business leaders (see Appendix A.9);
  • Building One Victoria newsletter – A quarterly newsletter (see Appendix A.10);
  • DVD – Showcasing signature projects for distribution to industry sector (see Appendix A.11).

Delivery of the campaign

Market research assisted in providing key directions for the projects to feature. Copywriting and design was managed in-house by the Department of Infrastructure Public Affairs Branch for the press ads, print material and artwork. The Events and Special Projects team managed the events associated with the program. External agencies and newspapers were project managed to deliver the television commercials and some elements of the advertorials.

Stakeholder Management

Extensive consultation occured with all stakeholders from the development of the project lists and story outlines through to the factual checking and approval processes across multiple departments and Minister’s Offices.

Branding

The Victorian Government developed VictoriaHome of World Class Performances as the over-arching branding for a series of campaigns. The challenge was to adapt the ‘world class’ branding, ensuring it resonated at both a state-wide and local level. The tagline Building a World Class Victoria effectively combined the two concepts. A logo was developed and used across all executions that combined visual elements of the original Building One Victoria and the World Class Performances logos.

Website

All advertisements directed enquiries back to the website. The Victorian Government website (www.vic.gov.au) was used for easy recall. For the first time this site featured a branded banner that could click through to the designated web pages (see Appendix A.12). Latest news stories on this page directed traffic back to the site.

TV ads

A 120 second ad set the scene featuring six signature areas (Austin Hospital/Mercy Hospital for Women, MCG, new Schools/Broadband, EastLink, Southern Cross Station, and new Police Stations) from metropolitan Melbourne and regional Victoria.The 30 second ads provided more detail about the benefits (Schools/broadband, EastLink, Southern Cross Station). The ads were screened from November 2005 to April 2006 across metropolitan and regional Victoria. The iconic ‘Eagle Rock’ song conveyed energy and a positive feel, and had an effective attention grabbing ‘Now listen!’ opening line. A ‘roadblock’ strategy where the same timeslot and day is booked on each network in order to capture every viewer possible was used with the 120 second ads.

Regional advertorials

Designed in-house to have the look and feel of newspaper editorial, these advertorials featured local community members as spokespersons outlining the benefits of local projects. Different types of infrastructure were themed (Education, Transport, Health, Regional Infrastructure Development Fund projects, Commonwealth Games venues, Information and Communication Technology projects and Freight/Logistics/Ports).

Leader advertorials

A series of advertorials across 30 Leader papers featured localised infrastructure projects where community members and other third party beneficiaries were again the spokespersons, outlining the benefits of infrastructure.

Press Ads

Press ads highlighting key infrastructure areas featured in The Age’s Good Weekend and Sunday Life magazines. The ads featured engaging images of people set in context with the infrastructure.

Industry Breakfast Forum

The Forum had a panel format for a more dynamic and interactive discussion. The topic for debate was ‘What do we want and when do we want it? Infrastructure for the future – How do we prioritise it and then pay for it?’ The event was held in the newly upgraded MCG Members’ Stand - one of the major projects highlighted in the program.

Melbourne 2006 Commonwealth Games Open Day

An Open Day was held to encourage interest in the Games and outline benefits to the state of the new and upgraded facilities. The event also was a relevant part of the community consultation process – showcasing the results to local communities. Four sites were open for the first time for public viewing: MCG, Athlete’s Village, MSAC and State Netball Hockey Centre.

Building One Victoria newsletter

A quarterly newsletter was developed to highlightinfrastructure projects across the State for the industry sector.

DVD

A DVD was re-edited from existing footage, produced for distribution to stakeholders and showcasing infrastructure projects at events.

 

 

 

Results: 

All key objectives were met and are outlined within the Evaluation section.A major achievement was the delivery of all aspects within very tight and conflicting timeframes, whilst dealing with multiple stakeholders and still achieving outstanding creative results. (see Appendix A for examples).The Melbourne 2006 Commonwealth Games Open Day was the biggest free public open day ever held by a Victorian Government Department.

The Industry Breakfast Forum was also a very successful event with over 220 business leaders attending. This was an excellent result with the extremely short lead time and only one ad for the event (see Appendix A.9).

Evaluation: 

Primary objectives

Raise community awareness to 50% of the range of infrastructure investment being delivered in their local area and across the state.

  • Qualitative research to test the localised advertorials indicated that 70% of those surveyed recalled seeing articles in their local newspapers about infrastructure projects in their area and 60% recalled ongoing or recently completed infrastructure projects in their community.  Evaluation – 100% successful

Increase community awareness to 50% that Victoria is a good place to live, work and do business.

  • Market research indicated 64% of those surveyed agreed that Victoria is a good place to do business, that 63% agreed that Victoria looks like a good place to set up a business, 53% agreed that infrastructure projects being built in Victoria provided many employment and business opportunities.Evaluation – 100% successful

Increase visitation by 40% to the Building a World Class Victoria website.

  • At the height of the campaign, visitation to the Building a World Class Victoria website increased by 65%.Evaluation – 100% successful

Increase the subscription base of the Building One Victoria newsletter by 10%.

  • Since the commencement of the campaign, the subscription of the Building One Victoria newsletter increased by 13%.Evaluation – 100% successful

To achieve attendance across the four venues in excess of 15,000 for the Open Day event.

  • Attendance for the event reached 25,373, an excellent result as there was minimal lead time with advertising and it was held two weeks prior to Christmas.Evaluation – 100% successful

To achieve media coverage across all mediums for the Open Day event.

  • Media coverage exceeded expectations with television and radio coverage and editorial in major metropolitan and regional newspapers.Evaluation – 100% successful

To achieve attendance of 200 industry andbusiness leaders to the Industry Breakfast Forum.

  • The Industry Breakfast Forum achieved attendance of 220 industry leaders.Evaluation – 100% successful

Secondary objectives

Increasing the awareness and use of the new andupgraded local infrastructure.

  • Market research has provided evidence of increased awareness of infrastructure projects,however it is difficult to quantify any increased useof the facilities. Anecdotal comments indicate that awareness and use has increased following the profile of the local infrastructure.Evaluation – 50% successful

To build enthusiasm for Victoria’s economic prospects, strengths and opportunities.

  • Research has indicated that confidence in Victoria as a great place to invest and do business has been increased. Awareness of the importance of infrastructure has increased.Evaluation – 100% successful

To encourage increased investment in Victoria.

  • At the time of writing, these details were unavailable.