Dccsmf oct11-jc
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Social media campaigns are becoming more important for corporate communications. Jenny Caldwell leads social media campaigns for her company as an alternative to traditional media. Effective social media requires understanding different platforms and how to engage customers online.
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Dccsmf oct11-ch
The document introduces a social media forum being held to share learning, connect people, challenge thinking and inspire. It notes several popular social media tools like Google+, Facebook, Skype and deep Twitter integration. It states that while the tools are popular, what really matters is social behavior and expectations. It argues that both online and offline interactions are important for a blended approach. The document encourages participants to learn new things but also unlearn outdated approaches to move social media use forward in a positive way.
Dccsmf oct11-cornwall
Heavy rain overnight caused major flooding in 4 areas of Cornwall, with 147 homes and 238 businesses flooded. Schools, roads, and rail links were closed. The local council and partners responded quickly with a joint effort, providing advice via media, websites, twitter, information packs, helplines, public meetings and advice centers. Their communication efforts were highly successful, with the website receiving 7,000 hits in 3 days and 2,000 twitter visits. Their handling of the crisis received praise from Prince Charles and Prime Minister David Cameron.
Dccsmf oct11-mh
The document discusses using social networking tools internally within organizations. It describes how social media is commonly used for external engagement but is now being applied to internal processes. Emerging approaches include Enterprise 2.0 and Social Business which integrate social platforms into intranets and extranets. While benefits are difficult to measure due to new technologies, social tools may help with information gathering, canvassing opinions, understanding employee sentiment, boosting creativity, transforming processes, and self-development. The author's organization piloted an internal social network that reduced time finding answers, email levels, and improved meetings.
Britteny Rogers Resume
Brittney Rogers is an Intake Specialist at Resource Genesee in Flint, Michigan with over 5 years of experience in reception and client services roles. She has a diploma from Carman Ainsworth High School and studied Social Work at the University of Michigan Flint. Her skills include appointment scheduling, multi-cultural communication, troubleshooting, and proficiency with Microsoft Office and client tracking software.
Dccsmf oct11-grapevine
The document summarizes a social media network called Devon Grapevine that was created to connect people from different cultures living in Devon, England. The network saw early successes with over 200 members from over 40 countries who contributed blog posts, photos and videos. It improved access to services, increased hate crime reporting and helped form new links between individuals and community groups. Lessons learned included the importance of clear purpose and moderation to connect members. With sustained growth, the network could reach 300 members by the end of 2011 and have greater potential to share information and promote participation and integration.
Living or non living
This document discusses whether something is considered living or non-living. It explores the key characteristics that define if something is alive, such as the ability to grow, respond to stimuli, reproduce, adapt and evolve, as well as maintain homeostasis and being composed of cells. The document examines these traits to determine if something should be classified as living or non-living.
SOLACE digital strategy session
This document summarizes a digital strategy session presented by Carl Haggerty, the Digital Communications Manager at Devon County Council. The presentation covered Devon's digital content strategy from 2011-2015, which aimed to provide critical information to users wherever they need it rather than relying on the council website. Haggerty discussed building a new content management system that is standards-driven, user-focused, collaborative, agile, future-proofed, and cost-effective. He also covered Devon's open data program, IT procurement standards, a changing view of the council's role, and the need for national leadership on digital transformation. The key lessons emphasized focusing on user needs, outcomes-based design, being open and digital by default, and
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Dccsmf oct11-ch
The document introduces a social media forum being held to share learning, connect people, challenge thinking and inspire. It notes several popular social media tools like Google+, Facebook, Skype and deep Twitter integration. It states that while the tools are popular, what really matters is social behavior and expectations. It argues that both online and offline interactions are important for a blended approach. The document encourages participants to learn new things but also unlearn outdated approaches to move social media use forward in a positive way.
Dccsmf oct11-cornwall
Heavy rain overnight caused major flooding in 4 areas of Cornwall, with 147 homes and 238 businesses flooded. Schools, roads, and rail links were closed. The local council and partners responded quickly with a joint effort, providing advice via media, websites, twitter, information packs, helplines, public meetings and advice centers. Their communication efforts were highly successful, with the website receiving 7,000 hits in 3 days and 2,000 twitter visits. Their handling of the crisis received praise from Prince Charles and Prime Minister David Cameron.
Dccsmf oct11-mh
The document discusses using social networking tools internally within organizations. It describes how social media is commonly used for external engagement but is now being applied to internal processes. Emerging approaches include Enterprise 2.0 and Social Business which integrate social platforms into intranets and extranets. While benefits are difficult to measure due to new technologies, social tools may help with information gathering, canvassing opinions, understanding employee sentiment, boosting creativity, transforming processes, and self-development. The author's organization piloted an internal social network that reduced time finding answers, email levels, and improved meetings.
Britteny Rogers Resume
Brittney Rogers is an Intake Specialist at Resource Genesee in Flint, Michigan with over 5 years of experience in reception and client services roles. She has a diploma from Carman Ainsworth High School and studied Social Work at the University of Michigan Flint. Her skills include appointment scheduling, multi-cultural communication, troubleshooting, and proficiency with Microsoft Office and client tracking software.
Dccsmf oct11-grapevine
The document summarizes a social media network called Devon Grapevine that was created to connect people from different cultures living in Devon, England. The network saw early successes with over 200 members from over 40 countries who contributed blog posts, photos and videos. It improved access to services, increased hate crime reporting and helped form new links between individuals and community groups. Lessons learned included the importance of clear purpose and moderation to connect members. With sustained growth, the network could reach 300 members by the end of 2011 and have greater potential to share information and promote participation and integration.
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This document discusses whether something is considered living or non-living. It explores the key characteristics that define if something is alive, such as the ability to grow, respond to stimuli, reproduce, adapt and evolve, as well as maintain homeostasis and being composed of cells. The document examines these traits to determine if something should be classified as living or non-living.
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This document summarizes a digital strategy session presented by Carl Haggerty, the Digital Communications Manager at Devon County Council. The presentation covered Devon's digital content strategy from 2011-2015, which aimed to provide critical information to users wherever they need it rather than relying on the council website. Haggerty discussed building a new content management system that is standards-driven, user-focused, collaborative, agile, future-proofed, and cost-effective. He also covered Devon's open data program, IT procurement standards, a changing view of the council's role, and the need for national leadership on digital transformation. The key lessons emphasized focusing on user needs, outcomes-based design, being open and digital by default, and
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Bath digitalfestival contentstrategy - march 2012
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- The strategy proposes moving away from a single platform/website approach and instead focusing on user-driven, standards-driven content that is shared across multiple access points and partners through syndication and aggregation.
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Devon County Council case study on using social media. The council has a large budget to provide various services. Initially there were barriers to social media use like a lack of policy and concerns about excessive use. The council took initial steps by gaining support, piloting with youth services, and providing guidance, training, and encouragement. They followed broad principles of being social, sensible, responsible, and professional. Examples of social media uses included forums, 24-hour Twitter challenges, community engagement, and a digital news center. The council reviews policies, challenges the organization, and encourages others to try, solve problems, prove value, and scale social media initiatives.
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This document summarizes the journey of Devon County Council to become more digital and open over the past 3 years. It began with a digital content strategy to make information more accessible online. This led to initiatives like opening data through hackathons, developing over 60 websites on an open source CMS for much lower cost, and challenging traditional ways of thinking. The council now has corporate and political support for digital transformation and aims to influence others through leadership and collaborative action. Key lessons include focusing on user needs, designing for outcomes, and continuous learning and sharing.
Sweden webbos - october 2014
This document summarizes Devon County Council's digital transformation journey over the past 3 years. It began with a digital content strategy to make information accessible online. Key aspects included establishing standards, understanding user needs through testing, collaborating with others, and developing sites iteratively. An open data program and hackathon helped publish and consume data. The council also challenged traditional thinking and roles through a global service jam. It has since provided national leadership on frameworks for local government digital services. The reflection discusses progress made but also barriers remaining around perspectives on technology, resourcing, and the need for bolder initiatives. Lessons center on prototyping, user focus, designing for outcomes, and an open and digital by default approach.
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The document discusses developing a content strategy for Devon County Council. It summarizes the current state of the council's website which sees many visitors but low engagement. A content strategy is proposed to improve the quality of engagement with council content across multiple channels, manage content better for sharing and reuse, and reduce reliance on a single website. The strategy aims to make content more concise, structured, relevant and improve quality through stakeholder input. Benefits would include more open and accessible content by default along with increased engagement and service usage through a decoupled and flexible digital infrastructure.
Dccsmf oct11-ml
The document discusses how Freedom of Information (FOI) requests can be received through social media platforms like Facebook and Twitter. It outlines public authorities' obligations to respond to FOI requests within 20 days and provide information, unless it is exempt. While requesters must be identifiable on social media, not all requests for information constitute FOI requests. Social media managers should work closely with FOI officers to handle any requests received through social media. Analyzing FOI requests can help councils understand community interests and engage residents, potentially leading to fewer requests. Resources for FOI guidance include the public authority's information governance team and the UK Information Commissioner's Office.
Dccsmf oct11-ch-risk
This document discusses conducting a social media risk assessment. It asks if an organization is currently capturing social media risks. An approach is proposed to use a form to document project details, individual risks, information risks, technical details, and facilitation/moderation. The form aims to capture enough information to understand social media use and protect staff, while being usable. Continuous learning is encouraged to improve risk understanding.
Dccsmf oct11-rt
QR codes are a type of barcode that can be scanned by smartphones and other devices to obtain information. Creating a QR code requires having a URL or other data to encode and then using a QR code generator to produce the square barcode image. QR codes have various applications for public services in providing information to users through their mobile devices.
Dccsmf oct11-mp
The document discusses open data and Devon County Council's open data initiative. It defines open data and explains its benefits, including greater transparency. It outlines what data Devon County Council is required to publish, such as spending over £500 and senior salaries. It also discusses linked data and provides an example of linking geographic data about Devon to other datasets to provide context.
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The checklist aims to ensure projects properly assess and mitigate risks of sharing information online, and that senior leadership acknowledges the accepted level of risk. It includes questions about individual staff risks, information security risks, technical details, facilitation and moderation, as well as ensuring awareness across relevant communications, IT, and compliance teams. Completing the checklist helps discuss the project with those teams to get input on the approach before keeping it on file.
IMKS - dcc-carl haggerty-july2011
The document discusses how focusing solely on social media tools misses the point, as people primarily use these technologies to enhance existing social behaviors of connecting with friends and colleagues. While tools like Facebook and Twitter are popular, what really matters are the behaviors they foster, such as collaboration and organization. The document argues we should examine how social media influences social behaviors rather than see it as an end in itself.
Devon County Council - Social Media for Councillors
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The document discusses the opportunities and challenges of using social media in UK public sector organizations. It notes that local councils face budget reductions of 20-30% and increasing pressure from the public to deliver more with less. Social media can help improve communication, knowledge sharing, democratic participation, and community building, but challenges include ensuring relevance, managing reputational risks, addressing digital inclusion, and navigating organizational culture change. Successful public sector organizations will need to transform and adapt to these new tools and opportunities.
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The document provides an overview of social media and guidelines for its use. It discusses what social media is, key sites like Facebook and Twitter, and how to engage existing online communities. It emphasizes listening first before publishing, identifying communities, empowering user participation, and adapting to changes while maintaining the focus on connections with users. The main points are to not focus on technology, follow the one rule of participation, and take the six steps of listening, identifying communities, empowering involvement, engaging with users, nurturing ownership, and keeping up but asking if it's needed.
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This document discusses social networking and participation from a corporate perspective. It addresses whether organizations allow access to social media at work and have policies regarding usage. It suggests talking to communications, marketing, IT, management and councilors. While there may be internal barriers, the document argues organizations need to engage with people through new communication methods. Adapting policies to incorporate social media access and conduct guidelines when doing business is recommended. An approach involves awareness sessions, pilot programs, guidelines and risk assessments to address issues and evaluate impact.
Implementing Social Networking
The document discusses implementing social networking for local councils and organizations. It covers listening to conversations on social media, starting conversations with youth, and overcoming barriers internally. Key points include that social media allows for two-way dialogue rather than one-way communication, youth are interested in participating on social networks and want safe, official spaces, and changing internal policies to allow social media access while establishing guidelines.
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digital climate for local public services
This document provides a framework for digital local public services. It discusses changing expectations as citizens increasingly integrate the internet into their daily lives and how local governments and communities can evolve through open discussion. The framework focuses on services being open by default and digitally designed, unlocking capabilities through connectivity, education, hardware, software and participation. It envisions creating a climate for digital growth and wellbeing through principles of networking, understanding value, prototyping, capacity building, open data and co-creation.
Bath digitalfestival contentstrategy - march 2012
- Devon County Council's current content strategy results in duplicated, poor quality, inefficient, and disconnected content that is organizationally focused without a unified corporate plan.
- The strategy proposes moving away from a single platform/website approach and instead focusing on user-driven, standards-driven content that is shared across multiple access points and partners through syndication and aggregation.
- This new "agile core" content strategy would position Devon County Council as a broker and advocate that provides a trusted hub for high-quality, consistent content across Devon as the organization shrinks and services are divested to other partners.
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Devon County Council case study on using social media. The council has a large budget to provide various services. Initially there were barriers to social media use like a lack of policy and concerns about excessive use. The council took initial steps by gaining support, piloting with youth services, and providing guidance, training, and encouragement. They followed broad principles of being social, sensible, responsible, and professional. Examples of social media uses included forums, 24-hour Twitter challenges, community engagement, and a digital news center. The council reviews policies, challenges the organization, and encourages others to try, solve problems, prove value, and scale social media initiatives.
Dublin 3rd publicsectorf&e-summit - september 2014
This document summarizes the journey of Devon County Council to become more digital and open over the past 3 years. It began with a digital content strategy to make information more accessible online. This led to initiatives like opening data through hackathons, developing over 60 websites on an open source CMS for much lower cost, and challenging traditional ways of thinking. The council now has corporate and political support for digital transformation and aims to influence others through leadership and collaborative action. Key lessons include focusing on user needs, designing for outcomes, and continuous learning and sharing.
Sweden webbos - october 2014
This document summarizes Devon County Council's digital transformation journey over the past 3 years. It began with a digital content strategy to make information accessible online. Key aspects included establishing standards, understanding user needs through testing, collaborating with others, and developing sites iteratively. An open data program and hackathon helped publish and consume data. The council also challenged traditional thinking and roles through a global service jam. It has since provided national leadership on frameworks for local government digital services. The reflection discusses progress made but also barriers remaining around perspectives on technology, resourcing, and the need for bolder initiatives. Lessons center on prototyping, user focus, designing for outcomes, and an open and digital by default approach.
DCC content-socitm sw-dec11
The document discusses developing a content strategy for Devon County Council. It summarizes the current state of the council's website which sees many visitors but low engagement. A content strategy is proposed to improve the quality of engagement with council content across multiple channels, manage content better for sharing and reuse, and reduce reliance on a single website. The strategy aims to make content more concise, structured, relevant and improve quality through stakeholder input. Benefits would include more open and accessible content by default along with increased engagement and service usage through a decoupled and flexible digital infrastructure.
Dccsmf oct11-ml
The document discusses how Freedom of Information (FOI) requests can be received through social media platforms like Facebook and Twitter. It outlines public authorities' obligations to respond to FOI requests within 20 days and provide information, unless it is exempt. While requesters must be identifiable on social media, not all requests for information constitute FOI requests. Social media managers should work closely with FOI officers to handle any requests received through social media. Analyzing FOI requests can help councils understand community interests and engage residents, potentially leading to fewer requests. Resources for FOI guidance include the public authority's information governance team and the UK Information Commissioner's Office.
Dccsmf oct11-ch-risk
This document discusses conducting a social media risk assessment. It asks if an organization is currently capturing social media risks. An approach is proposed to use a form to document project details, individual risks, information risks, technical details, and facilitation/moderation. The form aims to capture enough information to understand social media use and protect staff, while being usable. Continuous learning is encouraged to improve risk understanding.
Dccsmf oct11-rt
QR codes are a type of barcode that can be scanned by smartphones and other devices to obtain information. Creating a QR code requires having a URL or other data to encode and then using a QR code generator to produce the square barcode image. QR codes have various applications for public services in providing information to users through their mobile devices.
Dccsmf oct11-mp
The document discusses open data and Devon County Council's open data initiative. It defines open data and explains its benefits, including greater transparency. It outlines what data Devon County Council is required to publish, such as spending over £500 and senior salaries. It also discusses linked data and provides an example of linking geographic data about Devon to other datasets to provide context.
Devon County Council - Risk assessment for social media
This 3 sentence summary provides the key details from the Risk Assessment Checklist for using social media and digital tools:
The checklist aims to ensure projects properly assess and mitigate risks of sharing information online, and that senior leadership acknowledges the accepted level of risk. It includes questions about individual staff risks, information security risks, technical details, facilitation and moderation, as well as ensuring awareness across relevant communications, IT, and compliance teams. Completing the checklist helps discuss the project with those teams to get input on the approach before keeping it on file.
IMKS - dcc-carl haggerty-july2011
The document discusses how focusing solely on social media tools misses the point, as people primarily use these technologies to enhance existing social behaviors of connecting with friends and colleagues. While tools like Facebook and Twitter are popular, what really matters are the behaviors they foster, such as collaboration and organization. The document argues we should examine how social media influences social behaviors rather than see it as an end in itself.
Devon County Council - Social Media for Councillors
This document provides an introduction to social media for members of a council (DCC). It defines social media and outlines opportunities for its use, such as reaching more people, two-way communication, connecting with different groups, and engaging youth. Potential pitfalls like legal issues and code of conduct violations are also discussed. The document recommends councillors try social media cautiously and get support from officers on tools and good practices.
Social Media in the UK Public Sector
The document discusses the opportunities and challenges of using social media in UK public sector organizations. It notes that local councils face budget reductions of 20-30% and increasing pressure from the public to deliver more with less. Social media can help improve communication, knowledge sharing, democratic participation, and community building, but challenges include ensuring relevance, managing reputational risks, addressing digital inclusion, and navigating organizational culture change. Successful public sector organizations will need to transform and adapt to these new tools and opportunities.
Intro to Social Media for DSFRS - 22nd July2010
The document provides an overview of social media and guidelines for its use. It discusses what social media is, key sites like Facebook and Twitter, and how to engage existing online communities. It emphasizes listening first before publishing, identifying communities, empowering user participation, and adapting to changes while maintaining the focus on connections with users. The main points are to not focus on technology, follow the one rule of participation, and take the six steps of listening, identifying communities, empowering involvement, engaging with users, nurturing ownership, and keeping up but asking if it's needed.
Social Networking and Participation in Local Government - Opportunity and Cha...
The document discusses the opportunities and challenges of using social networking and participation in local government. It outlines how social media can help improve communication, knowledge sharing, and civic engagement, but also notes challenges like digital inclusion, information security, and organizational culture change. Successful organizations will adapt to the transformational change brought by new technologies and involve citizens more in service planning and budget setting.
Social Media - South West Public Relation Officers
The document discusses social media and provides tips for public relations officers on engaging with social media. It defines social media as online tools and platforms people use to share content, experiences, and perspectives. It notes the growing popularity of social media and debunks myths that it is only for youth. The document encourages listening to online conversations, identifying existing online communities, empowering people to get involved, and engaging with people in nurturing conversations to build credibility and connections.
Exploring Social Media
The document discusses social media and its growing popularity. It defines social media as how people engage, participate and share online through various applications like wikis, blogs, photos and virtual worlds. Some key points made are that social media is about social connections, not just marketing, and that barriers to engagement include learning new tools and having online conversations. It provides tips for using social media, including listening to conversations, identifying your community, empowering participation, engaging with people, and nurturing relationships.
LGIU - Action Learning Set Presentation
This document discusses social networking and participation from a corporate perspective. It addresses whether organizations allow access to social media at work and have policies regarding usage. It suggests talking to communications, marketing, IT, management and councilors. While there may be internal barriers, the document argues organizations need to engage with people through new communication methods. Adapting policies to incorporate social media access and conduct guidelines when doing business is recommended. An approach involves awareness sessions, pilot programs, guidelines and risk assessments to address issues and evaluate impact.
Implementing Social Networking
The document discusses implementing social networking for local councils and organizations. It covers listening to conversations on social media, starting conversations with youth, and overcoming barriers internally. Key points include that social media allows for two-way dialogue rather than one-way communication, youth are interested in participating on social networks and want safe, official spaces, and changing internal policies to allow social media access while establishing guidelines.
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Dublin 3rd publicsectorf&e-summit - september 2014
Dublin 3rd publicsectorf&e-summit - september 2014
Devon County Council - Risk assessment for social media
Devon County Council - Risk assessment for social media
Devon County Council - Social Media for Councillors
Devon County Council - Social Media for Councillors
Social Networking and Participation in Local Government - Opportunity and Cha...
Social Networking and Participation in Local Government - Opportunity and Cha...
Social Media - South West Public Relation Officers
Social Media - South West Public Relation Officers
Dccsmf oct11-jc
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