Reforming Government Communication for the Age of Algorithms

Annex A. Compendium of selected OECD countries’ practices to reform government communication

Case study 1 – Modernising public communication for the digital age in Korea

This case study was prepared by the OECD Secretariat, based on information provided by the Public Communications Office in the Ministry of Culture, Sports and Tourism of the Republic of Korea. It does not represent an OECD assessment, but summarises the information provided.

In the digital age, citizens expect government information that is fast, clear, and available where conversations already happen. Meeting that expectation while maintaining trust and coherence across complex institutions requires a shift from one-way broadcasting to responsive, data-informed engagement.

In Korea, this shift is led by the Public Communications Office (PCO) of the Ministry of Culture, Sports and Tourism, through its Digital Media Communication Bureau. The Bureau is driving a move toward digital-first engagement, data-driven listening, and responsible innovation, building a modern communication function designed to stay agile, transparent, and effective.

Role and functioning of the Digital Communication Bureau

The Digital Media Communication Bureau is the central co-ordinating body for government-wide digital communication, working across 49 ministries and agencies. It is legally mandated to set and implement digital communication strategies, support ministries’ activities, co-ordinate across government, manage official platforms and databases, and conduct big data analysis to strengthen online public engagement.

It co-ordinates public communication via digital platforms including social media, online portals, and private-sector media channels, with the objectives of promoting policy priorities and strengthening government branding.

Its work is supported by an integrated management system covering the full communication cycle: planning, content production, dissemination, and performance evaluation.

Horizontal collaboration is institutionalised through the Online Spokespersons Council, complemented by rapid-response mechanisms for major policy issues. Unified management of official government social media channels strengthens message consistency and amplification.

Accountability and delivery are reinforced through big data–based public opinion analysis, inter-ministerial digital performance assessments, and structured feedback mechanisms.

Through regular meetings of online spokespersons, the Bureau shares national policy priorities and emerging issues, identifies best practices, and promotes public–private partnerships to strengthen communication capacity across government.

It also manages official social media channels and increases reach and resonance through strategic content production, thematic campaigns linked to major initiatives, and participatory activities that encourage public engagement

Developing digital communication strategies to enhance effectiveness and reach

Korea has updated its communication approach to match a digital-centric media environment and improve effectiveness.

A first pillar is expanding policy engagement by integrating official government social media across major platforms (Instagram, YouTube, Facebook) and popular Korean apps (Naver, KakaoTalk) to provide real-time updates. These channels build on the official integrated policy briefing portal, which consolidates press releases, policy briefs, videos, and updates from all ministries, supporting consistent messaging, promoting access to accurate information, and delivering verified information.

The government increases impact by producing platform-native, audience-tailored content like relatable and humorous formats using real people or animated characters. Routine evaluation of channel performance helps refine this approach.

Korea is moving from broad demographic targeting (e.g. adults or youth) to more granular, audience-centred strategies based on characteristics such as age, occupation, and interests. Direct communication through digital channels has expanded reach: the government’s YouTube channel has approximately 300 000 subscribers, and explanatory videos on major policy areas (carbon neutrality, welfare provision and transportation innovation) have reached up to 140 million views.

Beyond one-way delivery, the government is scaling participatory campaigns and platforms to listen to citizens and respond to expectations.

Korea.kr exemplifies Korea’s Digital Platform Government vision by combining transparency, accessibility, and citizen-centric services. It enables rapid dissemination of updates, supports informed debate, and fosters engagement. A defining feature is the integration of participatory functions and cross-government co-ordination: linked to e-People (the national petition and grievance platform), citizens can submit complaints, proposals, and ideas, turning broadcasting into interactive governance. The portal also helps ministries align messaging and promote whole-of-government priorities, strengthening the visibility, coherence and impact of campaigns.

Overall, Korea reinforces a virtuous cycle of data-driven performance analysis, continuous content improvement, and optimised dissemination, expanding reach while strengthening public empathy, engagement, and participation.

The use of Artificial Intelligence to enhance public communication

Korea is increasingly using AI to streamline digital content production, understand public attitudes, improve communication planning, and operate participatory engagement initiatives making work faster and more scalable.

To align communication with public demand, Korea uses BIGKINDS, an AI-powered analysis platform and the country’s largest news big-data system operated by the Korea Press Foundation. BIGKINDS clusters thousands of daily articles into themes, flags emerging issues, and produces concise AI summaries. It also compares how outlets frame the same story and supports conversational exploration of issues or analysis of users’ own documents.

This helps communicators quickly understand what the public encounters in the media and adjust messaging. Combined with Korea’s real-time public opinion analysis system (tracking mentions and sentiment across social media and online communities), BIGKINDS supports data-driven communication.

AI is also being introduced into citizen-facing services. GoodPy, an AI virtual assistant developed by the Ministry of Interior and Safety, provides personalised notifications and service information through Naver and KakaoTalk, and has supported large-scale public campaigns, including COVID19 vaccination alerts.

Korea has also applied AI to campaign design and delivery to boost engagement and efficiency. Generative tools supported content production for major initiatives, including short-form videos commemorating the 80th Anniversary of National Liberation (National Fire Agency, Korea, 2025[1]) in 2025 and the preOlympic promotional campaign for the 2026 Winter Games in Milano-Cortina (Government of the Republic of Korea, 2026[2]), disseminated across YouTube, cinemas and public digital billboards. AI also enabled interactive, game-based activities such as the “vibe coding” events (Korea.kr, n.d.[3]) hosted on Korea.kr to stimulate participation around national sports initiatives.

Based on Korea’s experience, AI in digital communication has delivered three clear benefits:

• AI enables rapid drafting, reference searches, and generation of images and live-action video content, reducing production time.

• Cost savings come from lower spending on designers, production crews, performers, equipment, locations, and props.

• By diversifying production pathways, AI helps maintain consistent quality without advanced technical expertise: even non-specialists can generate visual materials through effective prompt design, lowering barriers to content creation.

Despite these advantages, adoption requires caution—especially amid low trust in information and public institutions. Current efforts focus on controlled pilots to improve productivity (e.g. drafting press releases, summarising documents, generating digital content) while avoiding sensitive or confidential material. Early results are positive, and preparations are underway to scale these tools more widely within the communication function.

Next steps include institutionalising AI in daily workflows, expanding citizen assistants for benefits and identity services, and integrating BIGKINDS insights more deeply to anticipate concerns. The challenge remains to keep communication fast, accurate, and inclusive and Korea’s approach illustrates how technology, paired with strategy, can bring government closer to citizens.

The development of national policy communication guidelines

The Public Communications Office develops and disseminates regularly updated policy communication guidelines for 49 central government ministries and their affiliated agencies, helping institutions keep pace with a fast-changing digital environment.

The guidelines offer practical direction on modern public communication: how legacy and new media platforms function; considerations by thematic area and stakeholder group; checklists for new media–based engagement; and analyses of recent public- and private-sector communication cases linked to major social issues.

They also include safeguards for responsible, transparent AI use, with detailed legal and ethical checklists (portrait rights, copyright, publicity rights) and dedicated guidance for emerging technologies, including generative AI. Risks such as deepfakes and AI-generated disinformation are treated as a standalone topic, with preventive measures and response strategies.

Case study 2 – Institutionalising communication partnerships: The approach of the Government Information Service in France

This case study was prepared by the Networks and Partnerships Department of France’s Government Information Service and translated by the OECD Secretariat.

Public institutions are navigating an increasingly complex communication environment shaped by digital fragmentation, declining attention spans and growing demand for tailored, trustworthy information. Citizens now encounter messages through a variety of intermediaries: brands, platforms, workplaces, community groups, whose influence often surpasses that of governmental channels. In this context, France’s Government Information Service (Service d’Information du Gouvernement, SIG) has built on its long experience relying on intermediaries to expand the reach of its campaigns to develop a model of communication partnerships that mobilises companies, associations and professional networks to amplify public‑interest messages and embed them in everyday settings.

Initially triggered by the urgency of the COVID‑19 pandemic, this approach has evolved into a structured and strategic component of government communication, supported by a dedicated organisational model and a robust governance framework. It was officially recognised as part of SIG’s missions through decree 2024-410, amending the decree of 18 October 2000, marking a significant milestone in the modernisation of State communication.

The French experience offers a compelling example of how public administrations can leverage societal actors to strengthen the reach, relevance and credibility of institutional communication

During COVID-19, considering many organisations sought to help disseminate protective measures, SIG began engaging with the private and non-governmental sector, including businesses of all sizes, professional federations, and associations. As a result, the dissemination of public interest messages designed and implemented by the Government now also relies on entirely independent actors from the public sector.

From crisis response to an emerging communication model

In 2020, the COVID-19 pandemic required extensive communication efforts to inform French citizens about protective measures at each stage of the crisis. The entire governmental communication network focused on disseminating these public health messages. At the same time, the private sector voluntarily took up the government’s messages, sharing them through their own channels, particularly on social media. This was evident in the promotion of messages such as "stay at home, save lives" during lockdowns and the encouragement of protective measures.

Identifying an opportunity in this spontaneous private sector mobilisation, SIG proactively engaged with companies, private media, and other entities that had adopted and shared government communications. These initiatives proved successful: during the COVID-19 crisis, more than 230 partnerships were established with third parties to mediate public health and safety messages.

The effectiveness of these partnerships during the pandemic demonstrated that such collaborations could strengthen communication impact well beyond crisis management. Building on this insight, SIG applied the model to two major national campaigns: the 2022 legislative election voter‑mobilisation campaign and the 2022–23 “Every Action Counts” energy‑saving campaign, both of which relied on private and associative partners to reach diverse, hard‑to‑engage audiences.

Box A A.1. Two examples of major national communication campaigns leveraging partnerships with third parties

The 2022 Legislative Election Voter Mobilization Campaign

For this campaign, the partners and content included:

• Airbnb: Push notifications to users.

• Mk2: Creation of an "A Voté" campaign screen.

• Tobacconists: Creation of election-themed stickers.

• BlaBlaCar: Newsletter encouraging voter participation.

The ‘Every Action Counts’ campaign

For this campaign, the partners and content included:

• BackMarket: Meme-based campaign.

• Orange: Social media campaign.

• Perifem Members: Custom visuals for their audiences.

Source: Information provided by the Service d’Information du Gouvernement (2025).

These campaigns allowed SIG to structure and expand its partnership activities through:

• The establishment of a legal framework via a partnership agreement.

• The development of a methodology for approaching and managing partnerships.

• The creation of dedicated positions and a specialised unit for partnership activities.

The long-term strategic importance of partnerships

The rise of communication partnerships reflects broader societal dynamics. Citizens increasingly expect information that is contextualised, personalised and delivered by actors they encounter in daily life. At the same time, companies and associations are more engaged with societal issues through corporate social responsibility (CSR) commitments, making them natural allies in disseminating messages of public interest.

From SIG’s perspective, partnerships offer several strategic benefits, including:

• Broader reach across diverse demographics, including groups less responsive to traditional government channels.

• Enhanced credibility thanks to the trust citizens place in familiar brands and networks.

• Cost‑effectiveness, as partnerships are voluntary and generally do not involve financial exchanges.

• Adaptability and creativity, made possible through partners’ ability to tailor content to specific audiences

In contrast, partnerships with unexpected entities can help reach disengaged audiences, capturing their attention through non-traditional messaging.

In this context, SIG favours partnerships with companies, federations and associations rather than content creators, as these actors can support public‑interest campaigns at no cost, operate within institutional communication requirements and reach citizens in settings (workplaces, retail spaces or service environments, etc.) that content creators on social media cannot access.

The implementation of a professionalised organisational structure to support SIG’s new activities and expanding network of partners

To support the expansion of partnership activities, the SIG created a dedicated Networks and Partnerships Department staffed by public officials with hybrid skills seldom found within traditional public communication teams.

The department currently comprises four partnership project managers, including one responsible for local partnerships, and a departmental head co-ordinating the unit. Together, they form a team with profiles that are not typically found in traditional public communication structures.

Each project manager has a hybrid professional profile. On one hand, they bring communication expertise, including campaign design, content development and co-ordination with creative agencies. On the other hand, they rely on skills traditionally associated with marketing and stakeholder engagement, such as negotiation, outreach, prospecting and the management of corporate relationships. This combination of competencies allows the team to operate with greater autonomy and flexibility, bridging the logics of public communication and private‑sector partnership development.

The department works in project mode. Each manager is responsible for specific thematic areas—such as environment, health or civic participation—while also overseeing a portfolio of external partners. In practice, they serve as the central interlocutors for both partners and ministerial communication teams, helping to ensure consistent messaging, operational co-ordination and timely implementation of campaigns.

Moreover, to encourage the uptake of partnerships across government, SIG also co-ordinates a network of partnership liaisons embedded within ministerial communication departments and several major public agencies. These liaisons carry out partnership‑related tasks alongside their usual responsibilities. To support them, SIG provides methodological tools, training opportunities and regular exchanges. These include quarterly plenary meetings and individual support sessions, all designed to reinforce capacities and promote coherent practices across the broader communication ecosystem.

To further sustain and develop this ecosystem, SIG has put in place additional mechanisms aimed at informing partners, maintaining regular contact and supporting network growth. A key tool in this respect is GouvX, the team’s newsletter, which highlights notable public‑interest campaigns—both those implemented with private partners and those developed independently by innovative organisations in France and abroad. The SIG also maintains regular exchanges with partners, particularly with those who collaborate on multiple initiatives, to ensure continuity and strengthen working relationships. To expand its network, the service follows a structured prospecting strategy, drawing on external intermediaries such as agencies, participation in trade fairs and partner events, and established contacts who help promote the activity. Finally, SIG organises regular calls for projects specifically aimed at engaging nonprofit organisations, ensuring that civil‑society actors are included in and benefit from public‑interest communication efforts.

The development of a partnership Charter to ensure transparency, integrity and legal certainty

The expansion of public‑private communication partnerships required a clear framework to ensure transparency, neutrality and legal compliance. To this end, SIG worked in 2025 with several ministries and the Agency for the Management of State Intangible Assets to develop a partnership charter for both its own services and the wider public sector, to structure collaborations more effectively and reinforce a coherent, engaged network of public‑interest partners.

The Charter articulates four guiding principles: public‑interest purpose, neutrality of messaging, alignment with CSR and sustainability standards, and systematic monitoring and evaluation. Building on these principles, the Charter is designed to provide a clear and reliable framework that benefits both the State and participating organisations. For partners, adherence to the Charter offers concrete opportunities to engage more closely with public‑interest communication, including access to dedicated events facilitating exchanges with government, increased visibility and recognition through State communication channels, and participation in high‑impact campaigns in areas such as ecological transition, inclusion and public health.

More broadly, the Charter responds to a wider context marked by declining trust in public institutions. By clearly defining the conditions for collaboration, it provides the legal and ethical safeguards necessary to prevent misuse, ensure the neutrality of public messages and guarantee consistent dissemination across all partners. In doing so, it strengthens the credibility and effectiveness of government communication and supports citizen trust by ensuring that campaigns are conducted responsibly, transparently and in line with the government’s values. Its adoption marks a significant step in the professionalisation of relations between the State and its partners.

In addition, to prevent the reclassification of partnerships as public contracts, SIG established an open registration system inspired by European Court of Justice jurisprudence. This model ensures that any eligible organisation can express interest through transparent calls, guarantees non‑discretionary selection and offers continuous opportunities to join partnership initiatives. This approach safeguards equal access while protecting the State from legal risks.

Looking ahead: Consolidating a community of public‑interest partners

As partnerships become a lasting component of France’s communication ecosystem, SIG is also increasingly investing in strengthening and sustaining the partner network. New initiatives include annual awards recognising partner contributions, a cycle of high‑level roundtables with business leaders and a flagship annual event bringing together the entire ecosystem. These activities aim to nurture a sense of shared purpose, expand the network and encourage long‑term collaboration.

At the same time, SIG is developing additional tools—such as regular calls for projects supporting nonprofit campaigns—to ensure inclusiveness and broaden participation from civil society. These initiatives underscore a strategic ambition: to anchor communication partnerships as a reliable, transparent and value‑driven model for amplifying public-interest messages.

A model for modern public communication

The professionalisation of partnership activity represents a significant evolution in France’s public communication landscape. By working alongside committed private and nonprofit actors, SIG has expanded its communicative reach and embedded public-interest messages within environments that citizens encounter daily. The development of a robust governance framework and legal safeguards ensures that these collaborations are conducted responsibly, transparently and in alignment with democratic values.

France’s experience highlights the potential for communication partnerships to help governments navigate increasingly complex information environments—strengthening message impact, reinforcing trust and supporting more inclusive public communication.

Case study 3 – The case for local engagement: The European Commission’s experience in strengthening localised communication

This case study was prepared by the European Commission Directorate-General for Communication.

Across democratic societies, building trust in public institutions has been a priority for many government bodies. While the EU institutions have witnessed a gradual increase in trust over the past decade, public confidence in local actors has grown even stronger during this same period. The past ten years have seen people draw closer to institutions, with which they engage directly every day.

The European Commission's approach to communication is grounded in this reality. Since 2024, the Commission has been piloting a new localisation strategy, bringing the EU's messages to streets, villages and towns across its Member States. At the same time, it has looked to bring the public closer to policymaking by engaging people directly in the EU’s legislative process. It is in these settings where citizens can see, hear and experience the European Union in their lives.

This contribution outlines the Commission's approach to localised communication, offering an analysis of why this communication style is emerging as an essential practice for public institutions.

Why local matters: The case for local communication

Findings from the Commission’s 2026 Spring Eurobarometer reveal a critical truth: citizens place greater trust in the institutions closest to them. Approximately six in ten Europeans (63%) express trust in their regional or local public authorities, a significantly higher figure than for national governments (37%) or parliaments (37%) (European Union, 2026[4])1. International institutions continue to stand out by enjoying positive public trust – today, the EU institutions enjoy trust from a majority of citizens (51%).

These trust indicators coincide with numerous media trends. In addition to a noticeable shift away from traditional to digital communication, public interest in local media appears to be on the rise. The Oxford Reuters Institute’s Digital News Report points to broad public confidence in local media, which consistently ranks among the most dependable news sources in EU Member States (Reuters Institute, 2025_[146]).

Together, these developments point to a changing public communication landscape. People increasingly seek out information that is tailored to their community and rooted in the specific experiences of their peers. Individuals are also more likely to believe in what they hear from those closest to them. Localised communication taps into this dynamic.

The European Commission’s shift to bring communication closer to citizens

Since 2024, the European Commission has launched a new phase of communication activity, placing local engagement at the heart of its strategy.

Under the mantra "local is the new centre," the Commission has reoriented campaigns towards grassroots storytelling and community outreach. The Commission’s Representation Offices in the Member States now play a greater role in adapting core policy messages to national and regional contexts. These Representations are working with local partners to ensure communication is embedded within people’s daily lives.

Campaigns are developed with specific regional sensitivities in mind and are designed to reflect the tangible impact of EU policies. The emphasis is on real people: the entrepreneur whose start-up was funded by EU investments, the doctor in a hospital refurbished with the support of European funding, or the young citizen who grew up in the European Union and sees new opportunities arising from EU membership.

These campaigns also prioritise language, tone and channel selection. A multilingual approach is employed to improve relatability. Messaging is disseminated through both traditional and digital media platforms, including local radio and television, community newspapers and online news outlets.

The power of visibility: Making Europe tangible

An important feature of this approach is the "proof phase" – a communication effort designed to demonstrate the tangible impact of EU programmes through public advertising. Projects funded through NextGenerationEU, one of the EU’s funding packages, are showcased in ways that make them visible and accessible to the average citizen. These are visual campaigns about local infrastructure investments or community projects in receipt of EU funding.

The storytelling method is based on the concept of "local heroes": individuals who embody the benefits of EU action and can speak about what Europe has brought to their lives. These individuals range from small business owners and educators to health professionals and youth advocates. Their testimonials offer a human face to European policies. They also bring authenticity to the EU’s communication efforts.

In practice, these local campaigns have seen tangible success. In Sweden, campaign content was picked up by national public broadcasters. In Latvia and the Netherlands, integrated campaigns combining digital and outdoor media have helped raise awareness and reinforce EU visibility in specific towns and villages.

From communication to engagement: The next stage

The Commission’s localisation strategy extends beyond messaging. It is part of a broader ambition to transform communication into genuine engagement. A key objective of the European Commission is to strengthen the role of citizens in its policymaking process by creating opportunities for people to directly guide forthcoming legislative proposals.

In this regard, the Commission has established new European Citizens’ Panels - randomly selected groups of citizens which meet to discuss new policy priorities. The Panels bring together 150 individuals from all 27 EU Member States, reflecting Europe's diversity and different generations. The objective is to provide citizens with the opportunity to make recommendations on future policy ideas. This form of citizen engagement coincides with similar exercises now taking place at the local level, such as the Commission's new youth policy dialogues and other meetings involving citizens.

Through these initiatives, the European Commission is encouraging citizens to contribute to its policymaking, while providing opportunities for engaging discussions in local settings.

By bridging local communication activities with detailed policy discussions, the Commission is seeking to inform and engage citizens in a more direct and compelling way.

Looking ahead: Embedding localisation in public communication

As the Commission looks to the future, the localisation of communication will become a structural feature of the institution’s public engagement. Civic participation will be another top priority. Ultimately, the Commission’s recent experience offers a broader lesson for public institutions: relevance and legitimacy must be earned every day, in every place. Institutions must speak the language of the people they serve - literally and figuratively - and ensure their actions and messages are grounded in the everyday experiences of citizens.

Policy decisions also need to involve citizens from the very start, by engaging them in local discussions and other interactive forms of engagement. By prioritising local communication and direct engagements, the European Commission is responding to evolving trust dynamics. It is also reimagining what civic participation can be going forward. In doing so, it lays the groundwork for a more connected European Union.

Case study 4 – The United Kingdom’s government communications approach to responsible AI adoption

This case study was prepared by the OECD Secretariat, based on information provided by the UK Government Communications Applied Innovation team. It does not represent an OECD assessment, but summarises information provided.2

Over the past 3 years, the UK Government Communications has undertaken a structured, ethically grounded and human-centred journey to adopt and integrate AI technologies into government communication practice. As the professional body serving nearly 7 000 government communicators across the civil service, UK Government Communications carries a significant mandate: ensuring that the priorities of the government of the day are communicated clearly, effectively and ethically, and that citizens can access and understand vital public services.

Within this context, the introduction of AI represents both a transformative opportunity and a systemic challenge. Supporting such a large and diverse community demands not only technological innovation but also clearly articulated principles, governance frameworks and capacity-building efforts that enable staff to adopt new tools safely, effectively and confidently.

UK Government Communications has therefore pursued a phased, behaviourally informed and explicitly ethical pathway to adoption—balancing ambition with safeguards, and innovation with practical tools—while supporting a diverse community of practitioners operating across disciplines, grades and roles.

This case study outlines the United Kingdom’s approach, highlighting the conceptual foundations, enabling policies, the development of tailored AI tooling, and the “people factor” that ultimately determines whether AI is embedded in a sustained and responsible manner. It provides a detailed illustration of how governments can think about building a coherent strategy for AI in public communication.

The UK Government communications AI journey: Predictions, ambitions, safeguards, principles, and tools

The first step in the journey involved developing a shared understanding of the opportunities and challenges emerging in the wider communication and technology landscape. UK Government Communications began by listening to the wider industry and marketplace, synthesising views on the opportunities and risks of AI for public sector communications. This was done through a Horizon Review in 2023, and was published as a set of predictions, identifying emerging technologies and anticipating their potential impact on government communication.

Building on these insights, UK Government Communications then articulated a set of ambitions in its Innovating with Impact strategy, which set out a roadmap for seizing the opportunities of AI for public good. This strategy presented an ambitious roadmap for adopting AI for public good—emphasising responsible innovation, creation of a culture that enables experimentation, and delivery of new tools and platforms to improve communication outcomes.

However, achieving these ambitions required more than vision. UK Government Communications recognised early that communicators needed clear safeguards to make judgements about when and how to use AI. This led to the creation of the Framework for Ethical Innovation, a self-service tool that helps staff assess whether a proposed use of AI or other emerging technologies aligns with ethical values. The framework guides practitioners through the key questions that should be asked before applying AI in communications work, ensuring that adoption is consistent, responsible and accountable across organisational boundaries.

This framework was further reinforced by the release of clear principles in UK Government Communications’ Generative AI Policy. These principles articulate the expectations, do’s and don’ts, and rules governing safe use, ensuring that communicators approach AI in a manner consistent with British values, the Civil Service Code, and Government Communication conventions.

Taken together, these four elements (predictions, ambitions, safeguards and principles) constitute an integrated foundation. Once these foundations were in place UK Government Communications moved forward at pace with operational AI adoption, namely the “tools”.

This groundwork enabled the development of Assist, a bespoke conversational AI tool “designed by government communicators for government communicators”. Through Assist, AI is not introduced as a single-purpose tool but as an integrated aid embedded into the natural workflows of communicators, supporting creativity, analysis, planning, and quality assurance.

The development of Assist emerged from a deliberate effort to introduce practical AI solutions across government communications, with the aim of strengthening both efficiency and effectiveness across the profession. The first prototype was built internally in just six weeks and tested with users from November 2023 onwards. It was developed using insights from a vast pool of users and is continually iterated through regular research and evaluation.

Assist includes more than 50 pre-built prompts tailored to government communication tasks, ranging from OASIS planning and COM-B analysis to crisis communication, stakeholder engagement and campaign evaluation. It also supports secure document uploads, allowing users to analyse campaign materials, policies and research, and integrates GOV.UK search functionality to ensure that outputs reflect the latest official guidance. Over 100 UK Government Communications-specific use cases have already been identified, spanning the full range of communication disciplines. These include:

• Summarise: distilling lengthy reports within seconds;

• Brainstorm: generating ideas and considering new approaches;

• Draft: producing tailored copy for diverse audiences quickly;

• Improve: refining emails, communications and submissions;

• Critique: identifying risks, gaps or weaknesses in reasoning;

• Analyse: extracting themes from large bodies of text or audience research;

• Plan: assisting in the development of communication strategies and plans.

Following its formal launch in November 2024, Assist saw rapid and widespread adoption, with more than 90% of government communicators using the tool as of late 2025. All users complete mandatory onboarding through the Assist Essentials training. This course provides an introduction to AI fundamentals, large language models, ethical considerations and the balance of risks and opportunities, ensuring that every user begins with a baseline understanding of responsible use.

While similar to commercial generative AI models in basic functionality, Assist differs in crucial ways that reflect the unique demands of public sector communication. First, it is fully secure and hosted on UK Government Communications’ internal membership platform, enabling communicators to use the tool for official government business with confidence. Second, best-practice communication guidance was embedded directly into Assist’s workflows: the tool is designed to be aligned with key UK Government Communications standards, including MCOM 3.0 and Accessibility Standards, ensuring that its outputs are consistent with official practice.

One of the original motivations for developing Assist was the recognition, identified during the Horizon Review into Responsible Innovation, that “lack of time” was a major barrier to innovation across UK Government Communications. Communicators spent substantial time producing first drafts of content, a challenge particularly well suited to generative AI.

Its impact has been substantial: on average, users save around three hours each week, translating into significant productivity gains worth millions of pounds annually. By addressing this bottleneck, Assist has supported both professional capability and organisational productivity, aligning directly with efficiency goals set out in the Innovating with Impact strategy. As a result, Assist has quickly become an integral asset for government communicators across the United Kingdom.

Integration at scale: Embedding AI across a diverse community

Scaling an AI tool across a community of 7 000 communicators is not a purely technical exercise. It is fundamentally a social transition, involving changes to routines, norms and professional identity. As UK Government Communications emphasises, it requires integrating a new technology into existing workflows and processes, each of which differ across teams, functions and contexts.

The diversity of government communication, spanning campaigns, internal communication, behaviour change, media, digital engagement, research, and more, creates both complexity and opportunity. AI can support multiple stages of communication work, from early scoping and brainstorming to drafting, testing, and evaluation. But scaling these benefits requires intentional support and a structured approach to adoption.

Recognising this, UK Government Communications has emphasised the “people factor” at every stage of its adoption strategy. The organisation developed a three-stage framework to guide scaling: Adopt, Sustain, Optimise. This approach is informed by behavioural science and real-world uptake data. The framework reflects the understanding that introducing a tool is not enough to secure sustained and effective use. The adoption phase supports teams in gaining access and completing training. It ensures that staff understand the opportunities associated with AI, and feel confident in taking first steps.

Sustaining focuses on embedding AI into routine working practices. Sustaining use requires practical support, leadership endorsement, and confidence that AI will not negatively affect job quality or job security. For example, leaders need to have the right knowledge and understanding of the opportunities and risks that come from AI in order to be empowered and effective advocates for its implementation.

Optimisation requires ongoing guidance, skill development and opportunities for users to deepen and refine their practice. Once staff are using AI tools regularly, the focus shifts to improving the effectiveness and responsibility of use. This includes helping teams make informed judgements about the appropriateness of AI, enhancing quality standards, and identifying high-impact applications.

This framework recognises that AI adoption involves social transition as much as technological change. Barriers may include lack of confidence, low digital skills, fears around security or performance, and uncertainty about expected standards. End-users need to perceive AI as relevant, useful and easy to integrate into their work. Those with less experience or lower confidence are less likely to adopt AI, reinforcing the importance of skill-building and clear, practical guidance. As a result, UK Government Communications positions leaders, managers and teams as central actors in realising the public value of AI.

Trustworthiness as the core of the UK Government Communications approach to AI and innovation

Trustworthiness is at the centre of the UK Government Communications approach to AI. Because government communication plays a critical role in informing the public, GCS treats responsible AI use not as a technical add-on but as a professional obligation. This is reflected in the policies, safeguards and governance frameworks that guide all AI-enabled activity across the organisation.

GCS anchors its approach in the values of the Civil Service Code and the principles set out in the Framework for Ethical Innovation and the Generative AI Policy. These define what responsible innovation looks like in practice, setting clear expectations around transparency, accountability and public good. Human oversight is required for all AI-generated static content and for testing and evaluating dynamic materials. This ensures that communicators remain accountable for accuracy, appropriateness and bias mitigation, and that AI is used to support, not replace, professional judgement.

Transparency is applied in a targeted way. UK Government Communications commits to declaring the use of AI where it helps uphold message clarity or prevents confusion, and always discloses when AI is used to replicate a person’s likeness, given the risks associated with deepfakes and misrepresentation. At the same time, the organisation recognises that automatic disclosure in every instance can overwhelm audiences, so decisions are made to reinforce, rather than dilute, trust.

Clear boundaries govern what AI should not be used for. Sensitive or personal data is never input into public AI tools, and all use must comply with data protection and security classifications. Even within secure systems such as Assist (where information up to “official-sensitive” can be safely handled) users are required to assess risks and follow established protocols. AI use is also prohibited where it may conflict with communication propriety or ethical standards.

GCS also acts to prevent harm through poor representation. Recognising that generative imagery can reinforce stereotypes or distort portrayals of under-represented groups, UK Government Communications does not use AI to create images of people with disabilities, relying instead on authentic imagery developed in consultation with civil society partners. This reflects a wider commitment to inclusive and accessible communication.

To further protect trust in official content, UK Government Communications is testing provenance technologies such as C2PA to authenticate digital assets at high risk of manipulation. As synthetic content becomes harder to distinguish from real material, such approaches may become critical for maintaining the credibility of public information.

Transparency also extends to the design of the tools themselves. Assist’s underlying code and technical assessments have been made publicly available, reflecting an unusual level of openness for a government AI system. This signals both confidence in its safety and a willingness to be scrutinised. It is also the first AI tool to be formally approved for cross-government use in the United Kingdom, having passed rigorous assessments.

Finally, UK Government Communications recognises that responsible AI use relies on people, not just rules. Mandatory onboarding and continuous learning ensure all staff have a baseline understanding of AI, its opportunities and its risks. This helps embed a culture where communicators feel confident making informed decisions about when to use AI, when not to, and how to uphold trust while doing so.

Taken together, these measures illustrate a comprehensive approach to trustworthy and responsible AI adoption. By combining clear standards, transparent design, technical safeguards and human oversight, the experience of UK Government Communications demonstrates how governments can integrate AI in ways that strengthen public confidence and maintain the integrity of official communication.

The UK Government Communications overall approach illustrates a comprehensive, ethically grounded and human-centred model for AI adoption in public communication. Its multi-stage approach, beginning with predictions and ambitions, reinforced through safeguards and principles, and operationalised through custom tooling such as Assist, demonstrates how governments can adopt AI responsibly while sustaining trust, quality and consistency.

By placing people at the centre, acknowledging the social dimensions of technological change, and embedding behaviourally informed processes, GCS provides a leading example of how public institutions can integrate AI in ways that serve the public good and strengthen communication as a professional discipline.

Case study 5 – GovSocial: Empowering Australian Government communicators in a rapidly evolving digital world 

This case study was prepared by the Communications Branch of the Australian Department of the Prime Minister and Cabinet (PM&C)3.

The social media team in the Australian Government Department of the Prime Minister and Cabinet established a community of practice for government social media officers. Known as GovSocial, the community empowers participants to adapt, innovate and succeed in the rapidly changing social media landscape. Since inception in 2023, the community has grown exponentially, both in size and value, through sharing best practice and solutions to common challenges. 

A challenge for governments is keeping abreast of rapidly evolving digital communication channels, particularly in the social media environment. Social media managers are constantly contending with adapting to platform and algorithm changes, while balancing issues such as risk when communicating government information via social media. Platform and algorithm changes are commercially driven and can happen with little warning, and new channels can quickly emerge. 

Another challenge for government is competing for the attention of citizens when communicating government policy and services, in an environment where news consumption is rapidly changing. A recent study released by the University of Canberra’s News and Media Research Centre explored audience perspectives on a range of issues such as trust in news, social media, AI, misleading information, local news, and media literacy. The study found 25% of all respondents claim social media is now their main source of news, overtaking online news websites. Instagram (40%) and TikTok (36%) are now the top two platforms for news among 18 to 24-year-olds (Park et al., 2025[5]).

Australian Government communicators need to build capability and maintain agility in social media engagement. Communication strategy and tactics must adapt as the environment changes, while maintaining citizen trust. To address these and other challenges, the Department of the Prime Minister and Cabinet (PM&C) created a social media community of practice in March 2023. Known as GovSocial, the founding members worked with the Australian Public Service Commission to use the Digital Profession collaboration platform (Australian Government, 2026[6]) to create an online space for collaboration and learning. GovSocial hosts hybrid quarterly events, and uses this online platform to share information and remove barriers to collaboration across government. The online platform is available to federal employees and provides a space where the GovSocial community can seek peer advice and communicate between meetings.

Establishing and building the GovSocial community

The founding members overcame challenges to build the community of practice – including having no defined contact list of social media communicators in the Australian civil service, but was able to grow from an initial membership of 60 to 230 in late 2025. With a member list and lead organising group established, the initial goals of the GovSocial community were to:

• Foster collaboration across Australian Government social media teams and encourage conversation on social media platform changes, algorithm changes, and emerging platforms.

• Discuss establishing potential whole of government social media advice and policies and improve government social media content through sharing best practice.

• Provide research, resources and tools to improve social media impact, campaigns and advertising across government.

• Provide a forum where commercial social media platforms and third-party management systems can share updates and learnings with government communicators.

• Advocate for issues within the government social media profession, such as resourcing, adapting to change, and professional development opportunities.

• Elevate the importance of the role of social media as a communication channel for government policy and information, and to connect with Australian citizens.

Since 2023 GovSocial has met each quarter, with agendas including experts presenting the latest trends and emerging topics in the social media space. GovSocial also has held bespoke training sessions, including Meta workshops on creating reels, workshops on strategies to support senior leadership to use LinkedIn, and training for achieving best value campaign advertising.

Figure A A.1. GovSocial's online portal within the Digital Profession site

Source: Communications Branch of the Australian Department of the Prime Minister and Cabinet.

As GovSocial has continued to grow, it has expanded from its initial federal government membership to state and local government social media officers, creating a community that is truly representative of the expertise across all levels of government. While the initial goals of the group were to share information and experiences, GovSocial has evolved to be truly innovative. Recently the group began a first of its kind government social media benchmarking project. The project collects and analyses data on content, videos, carousels, and performance statistics from a range of government agencies. By gathering data across agencies to map current practice and identify opportunities for improvement, the insights are now informing stronger, more impactful social media strategies across government.

GovSocial co-ordinators have also taken on emerging issues relevant to all community members. Through productive relationships with the government relations contacts for major social media platforms including Google for Youtube, LinkedIn, X, and Meta, the group can mobilise quickly to confirm accurate information and share updates with the broader GovSocial community. Recently multiple false accounts targeted Australian Government social media pages with scam links. The team acted quickly to raise the issue across the community, gathered feedback and evidence, and worked directly with META to find solutions. This collective action helped agencies protect their channels and audiences, reduced the likelihood of citizens being subjected to scams and minimised distrust in government information communicated via social media.

The community of practice also hosted the Meta 2025 Government Digital Summit at PM&C. Representatives from Meta's Government, Politics, Advocacy and Compliance area presented to social media officers from across the federal civil service on Meta's new AI developments and insights on creating impactful reels to achieve best value-for-money in government social media campaigns. The event was well-attended and received positive feedback from participants.

The GovSocial community is more than a network – over time it has become a collaborative force that is lifting capability across all levels of government, driving innovation, and strengthening public trust in digital communication channels. GovSocial’s value to its members can be seen through the positive feedback after each meeting.

Figure A A.2. Recent GovSocial quarterly meeting agendas

Source: Communications Branch of the Australian Department of the Prime Minister and Cabinet.

Principles for establishing a government social media community

• Create a strategy for building the community and growing it – identify the problem seeking to be addressed, such as the spread of incorrect information, lack of capability in the profession or absence of strategy.

• Make clear the benefits for those attending – from connection, sharing experiences, or building capability.

• Establish connections to industry experts and leaders that can share knowledge with the community.

• Determine how the community can collaborate to build knowledge and share expertise. Consider the platforms or channels to communicate with the group outside regular meetings.

• Drive the group’s agenda - community leaders and ambassadors are crucial to the group’s ongoing success. Consider if there’s a natural co-ordination point (for example, a central agency like PM&C), and ensure co-ordinators have the time and support from their executive.

The future of GovSocial

At the time of writing, Australia is preparing for a watershed moment in social media regulation, to which the government social media profession will need to adapt. From early December 2025, Australian law will require social media platforms to take reasonable steps to prevent Australians under the age of 16 from creating or keeping an account. This will impact the use of Facebook, Instagram, Snapchat, Threads, TikTok, X, YouTube, Kick and Reddit for Australians under the age of 16 (Australian Government, 2026[7]). GovSocial will continue to closely monitor how audiences and algorithms respond, and consider new approaches when delivering government information on social media channels. The GovSocial leads have been engaging with the eSafety Commissioner proactively to provide important information to the broader Australian Government social media practitioner community ahead of these changes.

Other exciting developments are planned for 2026. The group will begin to share learnings and hear from New Zealand government social media practitioners, further extending the reach of the community to the region. GovSocial will continue to evolve to meet the needs of the community and address common technological and regulatory challenges. Working together on shared challenges and areas of interest has created substantial value members and their agencies. GovSocial has established a stronger evidence base and encourages innovation to improve the quality and cut through of government information on social media.

Case study 6 – Managing digital transformation in public communication: An Italian experience

This case study was prepared by the Department for Information and Publishing of the Presidency of the Council of Ministers of Italy. 4

Digital transformation is a strategic priority for the Italian Public Administration and requires a profound rethinking and adaptation of organisational models. Notably, the Italian National Recovery and Resilience Plan, specifically through Mission 1, Component 1, supports the digitalisation, innovation and cybersecurity of public administration, with the aim of improving service delivery and administrative capacity. Within this framework, the government is implementing a reform of public-sector recruitment mechanisms, as well as promoting modern competency frameworks and career-progression models to enable strategic human capital planning across all levels of government.

Owing in part to these policies, there has been a significant acceleration in the adoption of Artificial Intelligence (AI) within the Public Administration. In 2024, AI spending in the public sector reached €47.3 million (+45.5% compared to 2023), with forecasts of €136 million by 2028 (TEHA Group, 2024[8]). While only 14% of public administrations had a coherent AI strategy at the time, and notwithstanding the persistent challenge posed by the shortage of specific competences (only 7.4% of public employees had basic AI knowledge) the growing investment trajectory provides a solid basis for expanding capabilities (TEHA Group, 2024[8]).

Against this backdrop of rapid technological and organisational development, communication departments face rising expectations. They operate in an information ecosystem characterised by growing speed, complexity, abundance of messages, and multichannel communication. Content that was once produced almost exclusively for traditional broadcast channels, such as television and radio, is now conceived from the outset within a multichannel logic, tailored to different formats and audiences, and developed using contemporary digital tools and software, including those based on artificial intelligence.

While legal and administrative skills remain essential to ensure compliance and transparency, they are no longer sufficient to address communication challenges such as channel fragmentation and the growing centrality of digital platforms. Institutional communication must therefore integrate additional expertise, in such fields as data analytics, social media management, and content design. Beyond the updating of professional skills, communication organisations can benefit from a redesign of internal processes aimed at fully leveraging the opportunities offered by digital transformation—particularly in terms of workflow automation, interoperable platforms, and integrated content management systems.

In this context, continuous progress in organisational practices and processes is a fundamental driver to ensure that institutional communication continues to serve as a key lever for transparency, participation and accountability, ultimately reinforcing citizens’ trust in public institutions and the effectiveness of public policies.

In this rapidly evolving information ecosystem and in line with the government’s broader digital‑transformation priorities, public communication must therefore adapt to new technologies, new patterns of information consumption and emerging professional skills and make internal upskilling a strategic objective in the transition toward agile and digital organisational models.

These challenges and new parameters have prompted the Italian Dipartimento per l’informazione e l’editoria (Department for Information and Publishing, hereafter “the Department”) to launch a specific project aimed to modernise processes, develop new capabilities and promote an innovation-oriented organisational culture.

The Department for information and publishing of the Presidency of the Council of Ministers of Italy

The Department is part of the Presidenza del Consiglio dei Ministri (Presidency of the Council of Ministers) and represents the core institutional actor for public communication in Italy. Law No. 150 of 7 June 2000 introduced into Italian legislation a clear distinction between institutional communication and political advertising, establishing the principles of impartiality and neutrality in public messaging. Institutional communication aims to guarantee accessibility and comprehensibility of administrative action through clear, accurate and transparent language. It enables citizens to understand services, decisions and initiatives of collective interest, fostering informed participation in democratic life. In this framework, the Department both produces communication campaigns and performs co-ordination functions, defining criteria and guidelines for State administrations, thus promoting consistency and reliability of messages.

The Department’s experience in improving digital processes for information and publishing

The Department launched in 2024 a two-year strategic project to identify, analyse, and improve its core processes, with the aim of strengthening organisational capacity safeguarding institutional knowledge and modernising workflows.

The project process started with the identification of the core processes, on the basis of four criteria:

• Relations to the specific responsibilities of the Department as defined by the Departmental Organization Decree;

• Degree of complexity and external relevance in their execution;

• Involvement of multiple stakeholders in their implementation, both internal and external to the Department;

• Specialised expertise requirements.

Each core process was analysed and mapped with the involvement of both the middle management and the staff working on it, in line with best practices that identify participation as a key lever for reducing resistance and ensuring sustainable innovation. Based on the four criteria, the mapping exercise identified six core processes, two of which have a particularly direct impact on the management of institutional communication.

The first core process concerns the design and delivery of institutional communication campaigns developed by the Department at the request of the Presidency of the Council of Ministers’ structures and other central government administrations. This process combines creative and administrative dimensions and involves the co-ordinated procurement of goods and services from multiple external actors, including advertising agencies, thus requiring predictable and well-structured governance.

The second core process relates to the dissemination of public interest and social utility messages through the public service broadcaster. This activity entails the continuous handling of communication materials produced by different administrations and sustained co-ordination with both the requesting bodies and the broadcaster, within a framework characterised by free and fixed daily broadcasting quotas across generalist and thematic channels.

Hence, the mapping exercise highlighted that the Department needs to adopt more efficient mechanisms to manage increasingly complex and interdependent information flows. These include: (i) administrative workflows related to the awarding, management, planning, and payment of communication campaigns; (ii) content-related workflows involving communication materials produced by the Department, external creative agencies, and other ministries; and (iii) formal and informal information exchanges with a wide range of stakeholders, including other ministries, communication agencies and broadcasters, and media organisations.

On this basis, two primary areas of intervention were identified: the upgrading of professional skills and the redesign of organisational processes. Both areas can capitalize on the opportunities offered by digital transformation, particularly with regard to workflow automation, platform interoperability, and the adoption of integrated content management systems.

Building on the diagnostic phase, a set of proposals was developed to streamline and optimize procedures and to enhance working methods, including consideration of remote working arrangements. The adopted methodology was based on active and structured participation through process-oriented working groups composed of departmental officials and co-ordinated by designated leads. These groups met on a regular basis to analyse existing activities and to formulate proposals for improvement, which were subsequently consolidated into dedicated reports.

In addition, cross-group meetings were promoted to facilitate information exchange, identify transversal issues, and strengthen shared organisational practices. The objective of these meetings was to tackle challenges related to organisational rigidity and resistance to change through the implementation of participatory approaches that actively involve both internal staff and stakeholders. Combined with external pressures arising from rapid digital transformation, new information consumption habits, and evolving citizen expectations, such approaches can contribute to foster a sense of ownership and to be responsive to change.

The results of the mapping exercise suggested to align digitalisation initiatives with existing processes, deliberately avoiding solutions that could disrupt established workflows or introduce additional layers of complexity. Priority actions focused on the rationalisation of the centralised digital archive for institutional communication, which serves as a single repository not only for communication materials (such as creative assets and campaign contents) but also for the related administrative documentation and dissemination records. This was achieved through the adoption of standardised digital folder structures and a clearer definition of responsibilities and timelines for populating and maintaining the archive.

Process analysis revealed the absence of consolidated standards, which had generated inefficiencies in document management, particularly in the context of an increasing volume and diversity of communication content, with an impact on operational flows. The proposed reorganisation – implemented from the initial phase of each communication initiative – aims to strengthen document management practices and improve overall process efficiency by ensuring greater coherence across operational phases and facilitating collaboration in both in-person and remote working environments.

The expected benefits include reductions in processing time and error rates, simplification of document consultation and updating, and enhanced collaboration and continuity through easier access to content for all involved actors. Moreover, important improvements are expected regarding:

• Control and monitoring: improving activity traceability and enabling the timely detection of issues, including cross-media campaign planning and facilitating access to data on outputs and performance. In the future, this will lead to a better integration with AI tools: a clear and coherent document and archive structure will allow easier implementation of automated analysis and AI-based monitoring systems.

• Administrative transparency: facilitating full compliance with public procurement rules by improving the traceability, reporting and documentation required throughout the awarding and payment procedures.

However, process reengineering has been considered as not enough. In fact, skills development represents a cornerstone of sustainable organisational transformation. The Department decided to act in coherence with the Italian comprehensive strategy to foster digitalisation in public administration.

In this context, the Three-Year Plan for Public Sector ICT 2024–2026 provides a strategic framework for digitalisation, promoting interoperability, cybersecurity and innovation. A central pillar focuses on continuous training, with programmes designed to strengthen basic and advanced skills, particularly in digital and ecological transitions. Updates to the Plan for 2025 and 2026 expand the training offer, introducing new operational tools and specialist courses on interoperability, AI, data management, and digital leadership.

To support staff upskilling, the Department has adopted a structured programme of specialised courses and thematic seminars. This approach over time will ensure a consistent baseline of digital and AI-related competencies across the organisation, while also enabling staff to develop deeper expertise in areas closely aligned with their professional responsibilities.

Training is delivered through national upskilling initiatives, via the Syllabus platform, which provides self-assessment tools and personalised learning pathways leading to digital certifications, and through the Scuola Nazionale della Amministrazione (National School of Administration – hereafter SNA), which offers structured online and in-person courses focused on specialist, managerial, and organisational skills. In addition to these national initiatives, the Department also organises internal training events on artificial intelligence and modern digital communication, in collaboration with specialised creative agencies.

This overall training framework is aligned with the National AI Strategy 2024–2026, which promotes skills in emerging technologies, compliance with the EU AI Act, and the safe and inclusive use of AI in public communication. Cybersecurity is also a key priority, especially as the Department is moving its audiovisual archives from local servers to cloud-based systems, requiring staff to adopt new tools, workflows, and operational practices.

In conclusion, the Italian experience shows that digital transformation is not a static goal, but an ongoing process that requires organisational agility, learning capacity and sustained investment in skills. For institutional communication departments, this means integrating process digitalisation with a culture of innovation, fostering collaboration and knowledge-sharing through communities of practice and internal networks.

Continuous training, supported by structured digital tools, is the lever to ensure that staff can use emerging technologies and address the challenges of an evolving information ecosystem. Only by embedding adaptability and innovation into everyday practice can communication departments consistently produce and disseminate timely, high-quality and citizen-oriented contents, fully aligned with public value objectives.

References

[6] Australian Government (2026), Digital Profession, http://www.apsprofessions.gov.au/digital-profession.

[7] Australian Government (2026), Industry regulation, https://www.esafety.gov.au/about-us/industry-regulation.

[4] European Union (2026), Standard Eurobarometer 105 - Spring 2026, https://europa.eu/eurobarometer/surveys/detail/3613 (accessed on 1 June 2026).

[2] Government of the Republic of Korea (2026), #이벤트 #밀라노·코르티나 #동계올림픽! #팀코리아에게 국민 여러분의 응원을! [Event: Support Team Korea for the Milan–Cortina Winter Olympics!], YouTube, https://youtu.be/oDMH6a0_ke0?si=8eeJeyTAdLWgZQMa (accessed on 1 June 2026).

[3] Korea.kr (n.d.), “’Vibe coding’ events”, https://www.korea.kr/news/policyFocusList.do?pkgId=49500832 (accessed on 1 June 2026).

[1] National Fire Agency, Korea (2025), Short-form videos commemorating the 80th Anniversary of National Liberation, YouTube, https://youtube.com/shorts/mkkH3ME9ZJw?si=mjBcNd0WsR5pammq.

[5] Park, S. et al. (2025), Digital News Report: Australia 2025, News and Media Research Centre, https://www.canberra.edu.au/research/centres/nmrc/digital-news-report-australia.

[8] TEHA Group (2024), Il ruolo e gli impatti dell’Intelligenza Artificiale nella PA italiana, The European House - Ambrosetti SPA, http://www.ambrosetti.eu/innotech-hub/intelligenza-artificiale-pa-italiana.

[9] UK Government Communication Service (2025), “Assist, the AI tool built for government communicators”, https://www.communications.gov.uk/guidance/assist-the-ai-tool-built-for-government-communicators/.

[11] UK Government Communication Service (2024), Framework for Ethical Innovation, UK Government Communications, London, https://www.communications.gov.uk/publication/framework-for-ethical-innovation/.

[10] UK Government Communication Service (2024), “Generative AI policy”, https://www.communications.gov.uk/publications/gcs-generative-ai-policy/ (accessed on 1 June 2026).

Notes

← 1.  Field work occurred in March-April 2026.

← 2.  Documents provided by UK Government Communications Applied Innovation team included : the “Assist, the AI tool built for government communicators” (UK Government Communication Service, 2025[9]); “Generative AI policy” (UK Government Communication Service, 2024[10]); “Framework for Ethical Innovation” (UK Government Communication Service, 2024[11]).

← 3.  This case study was prepared by Tim Price and Michelle Lee,PM&C GovSocial Community Leads.

← 4.  This case study was prepared by Alessandra De Marco, Mattia De Crescenzo, and Francesca Stancanelli of the Department for Information and Publishing of the Presidency of the Council of Ministers of Italy.