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Australian Scout Jamboree 2010

Client: 

Scouts Australia

PR Company: 

Primary Communication

Award Category: 

Award Type: 

Call Number: 

2010 C11 - 2

Year: 

2010

Executive Summary: 

The 22nd Australian Scout Jamboree (AJ2010) at Appin, NSW, was a powerful, farreaching event that aimed to give participating Scouts and the community a deeper understanding of responsible risk taking.

The 10-day camp took the volunteer Jamboree Organising Committee (JOC) three years to plan and brought together over 13,000 Scouts, leaders and volunteers.

Research defined a need to modernise the perception of Scouts Australia and reposition the organisation with new key messages to prove its relevance to youth and parents.

AJ2010 raised awareness of Scouting by increasing Australian Scout Jamboree participation rates by 8.4%. The schedule of events and activities showcased Scouting to participants, visiting public, media, politicians, community leaders and parents who watched via live webcams and social media programs. For the first time, the JOC resourced a professionally run media centre onsite with 100% of all media coverage referencing AJ2010’s key messages.

The meticulous planning and execution of communication for this event was evident in the production of 24-hour live streaming radio, television and social media along with daily newspapers for participants. The centre’s new level of support for external media coverage also exceeded expectations.

The campaign’s results proved the organisational and planning model of AJ2010 can be used as a benchmark for future Scouts Australia major events.

Situation Analysis: 

The 22nd Australian Scouts Jamboree (AJ2010) was the first time that the national jamboree was being held back in NSW in this century. In response to this opportunity the JOC was committed to a new professional major event planning approach for the10 day event.

This decision was based upon the need to redefine Scouting’s major event model and showcase AJ2010 to the Scouting community and all its publics.

Prior to AJ2010, Scouts Australia invested in brand positioning research which recommended a number of new ways to communicate the Scouting experience, the values and contribution of Scouts in the community.

AJ2010 provided an opportunity to trial these new key messages. In recognition of the communication opportunity the event provided, external support was approved.

Use of an external public relations agency was only confirmed four weeks prior to the Opening ceremony on 4 January 2010.

Primary Communication’s AJ2010 communication team was familiar with the Scouting story and was able to build invaluable relationships with key stakeholders, media partners, and government agencies to ensure that the event was plugged-in to the best communication opportunities possible.

Research: 

Prior to AJ2010, Scouts Australia invested in brand positioning research which recommended a number of new key messages to communicate the values and contribution of Scouts in the community.

The key messages were incorporated into the AJ2010 communication strategy and were tested during the event.

Communication research

Primary Communication conducted an investigation of all aspects of the event’s activities.

As part of this assessment a full media mapping exercise was undertaken to prioritise significant media opportunities, essential media resources and availability of spokespeople.

Within the first two weeks of appointment the Primary’s AJ2010 communication team spoke to every editor, producer, journalist, blogger and commentator prior to Christmas to ascertain their availability, level of interest, holiday schedules and preference of prepackaged material.

This exercise also identified proactive stories which epitomised the new key messages and mapped appropriate media outlets based upon reach, timing and audience profile. Critical to this assessment was identifying what media was going to available given the limited resources of the media over a Christmas and New Year period.

Target Policies: 

The AJ2010 external communication campaign was clearly focussed on the broader community.

Target publics table

Communication Strategy: 

It was necessary to develop a strategy that incorporated a prioritised program of media activity to meet the JOC’s objectives.

The strategy included:

  • Setting up media partnership with WIN Wollongong (TV); and with the Illawarra Mercury
  • Identifying media story partners
  • Identifying key AJ2010 spokespeople
  • Scope and manage all elements of each pro-active media story idea
  • Identify and work proactively with all visiting VIPs
  • Identify all major events within the program and to promote these events

It was also necessary to identify and manage the logistics of communicating the attributes of a major event in a remote location.

  • Developing the media crisis and issues protocols
  • Setting up on-site and off-site newsrooms
  • Setting up the helipad for visiting media
  • Ensuring that the on-site camera crews and TV station could produce a daily news package in time for broadcasting to all TV networks newsrooms via satellite
  • Establishing a media portal for the transmission of all daily media materials

Implementation: 

The remote location of AJ2010 at Cataract Scout Park in Appin (90minutes from Sydney’s CBD) meant that the logistical considerations were vast and needed to be factored into achieving media coverage.

The Primary Communication AJ2010 team (AJ2010 team) of four people was responsible for all aspects of external communication for AJ2010. The team was also involved in all aspects of communication and contact with Government and VIP activity and entertainment guests for the major arena events.

The AJ2010 team set up two newsrooms. The on-site newsroom was set up within the JNN media centre and operated 24 hours a day.

The AJ2010 team divided its personnel into two teams with the on-site team sleeping and living on site for the duration of the event. The two teams were led by the AJ2010 communication manager (Jennifer Muir) who coordinated all aspects of the program.

The implementation of the program included:

  • Morning and afternoon newsroom briefings for all JNN (on-site media centre) team members
  • Daily briefings of spokespeople & Transport NSW media centres
  • Daily accreditation of media – site access was prohibited without this (Appendix A)
  • Daily speech and media interview scripts – Appendix A
  • Liaison with all Scouts state based media teams
  • Producing daily TV news packages for satellite
  • Responding to evolving media opportunities
  • Responding to the daily enquires of parents with children attending the event
  • Producing copy, materials for social media applications
  • Managing the media portal – Appendix A

Results: 

With more than 10,000 young people attending Scouting’s most successful Jamboree in ten years the measurement for success was in their feedback to their leaders, parents, friends and family members during the event and on their return home.

Results

Of the Top Tier media list (Appendix A) 97% of the outlets produced stories for AJ2010 with strong relationships being established.

•        145 proactive national media stories (excluding local / community media) – (Media coverage included in Appendix A)

•        Audience reach

  •  
    • 19.1 million (radio, TV, print and online) – including regional ABC radio

•        10 Daily TV news packages – On-site journalist interviewed (Primary), shot, edited, satellite linked to all newsrooms

•        Media portal hosted: (refer to resources developed in Appendix A)

  •  
    • 1420 captioned press ready photographs;
    • transmitted 242 images from direct requests by Photo editors
    • Hosted 24 radio interviews

•        1641 followers/ viewers of the LIVE streaming of the opening ceremony and postings on twitter and Facebook to the AJ2010 followers (examples in Appendix A)

See Appendix A - press coverage table and Additional DVD –media highlights

More than 149 media enquires were received as a direct result of the proactive engagement with the target media.

Additional enquiries, fact checking, logistics coordination and talent management made up the volume of the AJ2010’s team activity. Primary Communication’s AJ2010 team consisted of four full time consultants worked 390 hours over a seven week period.

The AJ2010 communication team incorporated the six state media personnel into the communication resources.

Media demand resulted in spokespeople being required to participate in 97% of all media opportunities. Of these, 96% received a full briefing. The remaining media opportunities being conducted by the primary spokesperson were managed via phone using previously developed briefing notes.

All media enquires were fielded by either of the two news rooms immediately. (Within 1 hour).

The AJ2010 communication team worked closely with the JNN media centre management team. Scout volunteers who were interested in working with the team acted as runners, data managers, reproduced materials and disseminated media materials as required.

A crisis issues media protocol was developed and implemented (Appendix B)

- During the 10-day event six incidences occurred that activated the crisis issues response protocol.

None of these incidences were discovered by the media due to the quick acting crisis and issues protocol responses by the AJ2010 communication team. (Crisis and Issues Guidelines included in Appendix B).

The AJ2010 communication team worked closely with:

  • The NSW Governor Marie Bashir’s Aid DeCamp
  • Try a Trade
  • Senator Mark Arbib
  • Cisco
  • NSW Police.
  • Entertainment managers for BlueJuice, Arts v Science and eArthBoy

The AJ2010 communication team worked closely with each relevant government agency and department – RTA, NSW Transport, Events NSW, Transport Info-line.

Evaluation: 

Evaluation table