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Social Media and Digital Engagement

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  • THIS SLIDE BUILDS Top half illustrates the clients who demand and the supplier who supply Second click reveals details about each of these CLIENTS Mostly or clients are from the marcoms function. However, procurment is often involved and increasingly we have to work with IT and policy functions COI We give advice and project manage. Suppliers We explain the frameworks we own and the other COI frameworks Perhaps worth veribly noting the paid-for digital activity is managed through CIM
  • COI presentation

    1. 1. Social Media and Digital Engagement Imedia Summit Nick Jones, Director, Interactive Services, COI
    2. 2. Our Conversation today <ul><li>What the heck is COI? </li></ul><ul><li>Defining social media and digital engagement </li></ul><ul><li>Background and wider context </li></ul><ul><ul><li>Review of our use of social media to date </li></ul></ul><ul><ul><li>The drivers that made it happen </li></ul></ul><ul><li>The benefits and risks </li></ul><ul><li>The role of policy, guidance, standards </li></ul>
    3. 3. COI: the Government’s centre of excellence in marketing and comms And about 100 more Demand side >>> Broker of capabilities and capacity >>> Supply side <ul><li>Typical client functions </li></ul><ul><li>Marcoms </li></ul><ul><ul><li>Campaigns </li></ul></ul><ul><ul><li>E-Comms </li></ul></ul><ul><ul><li>Digital Engagement </li></ul></ul><ul><li>Procurement </li></ul><ul><li>IT or Info Services </li></ul><ul><li>Policy </li></ul><ul><li>In four categories </li></ul><ul><li>Digital strategies </li></ul><ul><li>Digital Solutions </li></ul><ul><li>Specialism such as mobile, games, </li></ul><ul><li>User evaluation and analytics </li></ul><ul><li>Other frameworks cover media buying, News & PR, publications, etc etc </li></ul>And about 85 more <ul><li>Digital channels for communication, consultation, engagement or delivery. </li></ul><ul><li>Web 2.0 applications and services, including social media. </li></ul><ul><li>Digital Presences on web, mobile, wireless, iTV or other platforms. </li></ul><ul><li>Meeting government and industry digital standards, such as web rationalisation, accessibility, usability, metrics etc </li></ul>Advice and management of design, development, procurement and use of:
    4. 4. Defining social media <ul><li>‘ Online technologies and practices that are used to share opinions and information, promote discussion and build relationships.’ </li></ul><ul><li>“ It's a fusion of sociology and technology, transforming monologues (one to many) into dialogues (many to many) and is the democratization of information, transforming people from content readers into publishers.” Source: Wikipedia </li></ul><ul><li>Does it allow you to create, connect and share more easily? </li></ul>
    5. 5. The flip-side: digital engagement <ul><li>Engagement </li></ul><ul><li>dialogue : moving from broadcast to conversation; </li></ul><ul><li>not only listening but responding; </li></ul><ul><li>two way collaboration sharing information, data, opinion, discussion; </li></ul><ul><li>building and sustaining rational and emotional relationships </li></ul><ul><li>moving audience from awareness to action . </li></ul><ul><li>Digital </li></ul><ul><li>the leverage of digital media technologies </li></ul><ul><li>the use of interactive techniques to improve service delivery and information provision. </li></ul>
    6. 6. What’s happening and wider context <ul><li>Review of Government use of social media to increase digital engagement </li></ul><ul><li>The policy drivers </li></ul>
    7. 7. Social Media in communications: RAF Campaign
    8. 8. Bebo – Building Britain’s Future: cross government
    9. 9. DFID engaging and enthusing: devolution of spokespeople
    10. 10. Defra engaging and conversing: consultation plus
    11. 11. NHS diabetes team blog: spreading the load, sharing experience
    12. 12. MoD Media relations: off the shelf tools at the front line
    13. 13. Climate change: off domain collaborative drafting (Copenhagen)
    14. 14. CivilSuite: internal collaboration tools for the Civil Service
    15. 15. Act On Co2
    16. 16. Act On Co2
    17. 17. Plus many others <ul><li>Royal Navy Engineer Challenge iphone app   </li></ul><ul><li>Balance the Bobby, North Wales Police, participatory budgeting </li></ul><ul><li>Cyberbullying, Facebook page, 100,000 fans in a month </li></ul>
    18. 18. Wider context; the policy drivers that made it happen so far
    19. 19. 2.0 Policy: four guiding principles formed the vision <ul><li>Open information </li></ul><ul><ul><li>To have an effective voice, people need to be able to understand what is going on in their public services; government will publish information about public services in ways that are easy to find, use, and re-use. </li></ul></ul><ul><li>Open feedback </li></ul><ul><ul><li>The public should have opportunities to have a fair say about their services and contribute toward their ongoing development. </li></ul></ul><ul><li>Open conversation </li></ul><ul><ul><li>We will promote greater engagement through more interactive online consultation and collaboration. We will also empower people to be active on online peer-support networks. </li></ul></ul><ul><li>Open innovation </li></ul><ul><ul><li>We will promote innovation in online public services to respond to changing expectations and bringing the concepts into mainstream government practice. </li></ul></ul><ul><li>Helped frame Working Together: Public Services on Your Side and Digital Engagement: Update on Power of Information : </li></ul>
    20. 20. Policy needed explicit green light to let staff participate <ul><li>Be credible </li></ul><ul><ul><li>Be accurate, fair, thorough and transparent. </li></ul></ul><ul><li>Be consistent </li></ul><ul><ul><li>Encourage constructive criticism and deliberation. Be cordial, honest and professional at all times. </li></ul></ul><ul><li>Be responsive </li></ul><ul><ul><li>Share insight and create a dialogue </li></ul></ul><ul><li>Be integrated </li></ul><ul><ul><li>Make it part of something bigger, not just an add-on </li></ul></ul><ul><li>Be a civil servant </li></ul><ul><ul><li>Remember that you are an ambassador for your organisation. Wherever possible, tell people who you are </li></ul></ul><ul><li>Principles for Online Participation. Part of the Civil Service Code </li></ul><ul><li>: </li></ul>
    21. 21. The benefits and risks
    22. 22. Benefits of using social media <ul><li>Promote conversation to: </li></ul><ul><ul><li>Improve reputation and influence </li></ul></ul><ul><ul><li>Promote transparency </li></ul></ul><ul><ul><li>Listen to feedback and improve service/ brand/ product </li></ul></ul><ul><ul><li>Empower users, stakeholders and partners </li></ul></ul><ul><ul><li>Change behaviour </li></ul></ul><ul><ul><li>Enhance search engine performance </li></ul></ul><ul><li>Provide a new channel to: </li></ul><ul><ul><li>Augment traditional channels </li></ul></ul><ul><ul><li>Increase reach and accessibility </li></ul></ul><ul><ul><li>Reflect communication preferences </li></ul></ul><ul><li>Enable staff (communications, policy and delivery) </li></ul><ul><li>Enhance qualitative and quantitative data </li></ul>
    23. 23. Risks <ul><li>Enhance qualitative and quantitative data </li></ul><ul><li>Loss of ‘control’ </li></ul><ul><li>Our unfamiliarity with format </li></ul><ul><li>Absence of standards </li></ul><ul><li>IT limitations in departments </li></ul><ul><li>Elasticity of time and place </li></ul><ul><li>Low levels of efficacy and trust – earn it </li></ul><ul><li>Level of commitment required to manage </li></ul><ul><li>Failure to feedback </li></ul><ul><li>Government trying to be cool </li></ul>
    24. 24. The role of policy, guidance, standards <ul><li>Policy – what can be done </li></ul><ul><li>Guidance – how can I do it </li></ul><ul><li>Standards - how can it be done well </li></ul>
    25. 25. Policy achievement: drivers and inhibitors on the way <ul><li>Triple whammy of drivers </li></ul><ul><li>Ministerial drive </li></ul><ul><li>Big-hitters’ buy-in </li></ul><ul><li>Grass roots enthusiasm </li></ul><ul><li>Inhibitors are the usual show-slowers </li></ul><ul><li>Traditional comms control </li></ul><ul><li>IT control </li></ul><ul><li>Resourcing implications </li></ul><ul><li>Policy need to structure the approach to these issues and the risks </li></ul><ul><li>“ If you can let police walk the streets with guns you can manage the risks of letting them use Facebook.” William Perrin, Policing 2.0 conference, National Policing Improvement Agency </li></ul>
    26. 26. Social media strategies… <ul><li>Start life… </li></ul><ul><li>As an add-on to campaign activity </li></ul><ul><li>With part-time resourcing </li></ul><ul><li>In the tool-sheds </li></ul><ul><li>Powered by enthusiasm </li></ul>
    27. 27. … Should nest within wider digital comms strategies… <ul><li>Such strategies… </li></ul><ul><li>Integrate all digital comms activity </li></ul><ul><ul><li>Content: reuse, sharing, signposting </li></ul></ul><ul><ul><li>Cooperation across paid, owned, earned channels </li></ul></ul><ul><ul><li>Conversion: pull towards action goals </li></ul></ul><ul><li>Feature full-time resourcing </li></ul><ul><li>Tools and time </li></ul><ul><li>Powered by the comms plan </li></ul>
    28. 28. … and contribute to digital engagement Strategies <ul><li>Integrated beyond traditional comms function </li></ul><ul><ul><li>Public participation </li></ul></ul><ul><ul><li>Data </li></ul></ul><ul><ul><li>Enabling the workforce </li></ul></ul><ul><li>Resourcing from beyond comms </li></ul><ul><ul><li>Operations </li></ul></ul><ul><ul><li>Delivery </li></ul></ul><ul><li>Tools and time are applied in a system </li></ul><ul><li>Powered by the business plan </li></ul>
    29. 29. COI Web Standards: helping us do it really well <ul><li>Usability Toolkit </li></ul><ul><li>Cost, Usage, Quality </li></ul><ul><li>Naming </li></ul><ul><li>Mobile </li></ul><ul><li>Digigov blog </li></ul><ul><ul><li> </li></ul></ul><ul><li> </li></ul>
    30. 30. Thank you <ul><li>[email_address] </li></ul><ul><li> </li></ul><ul><li>COI is the UK Government's centre of marketing excellence. The Interactive Services team consists of 40 staff with over 350 collective years of digital industry experience. It delivers digital projects and assets for about 90 public sector clients. Working with a framework of about 100 digital suppliers, they deliver anything from widgets, sites and campaigns through to social media engagement and digital communications strategies. The team is also involved in writing guidance and cross-government standard setting on the use of social media, mobile and digital engagement. Clients range from the armed forces, through the education and health sectors to environmental and transport departments. </li></ul><ul><li> </li></ul>