The North Carolina National Guard Public Affairs Office launched a Unit Public Affairs Representative training program in 2013 with the goal of improving communication between the NCNG headquarters and individual units through increased social media use. The training taught guardsmen how to effectively manage unit Facebook pages and use platforms like Facebook, Twitter, YouTube, Flickr and Tout to share information with service members, families and the community. By establishing social media presences, units were able to provide timely updates on missions and deployments that increased engagement. The expanded social media strategy helped the NCNG strengthen connections with its target audiences and better communicate its mission.
This document provides guidance on developing an effective social media strategy. It discusses identifying target audiences, where they consume content, and how to create content tailored for specific social media channels. The key audiences for Duke University are identified as students, alumni, donors, media, and the Durham community. Popular social media platforms are analyzed including Facebook, Instagram, Twitter and LinkedIn. Metrics for measuring success are recommended such as engagement, traffic referral, and brand sentiment. The goal is to develop content that tells compelling stories and drives people to the organization's website.
This document outlines Fairfax County's social media strategy. It discusses the county's success in growing its social media presence across platforms like Twitter and Facebook. The strategy identifies philosophies for the county's social media use, such as engaging the community and sharing timely information. It also provides goals to further expand the county's reach on social media platforms and increase engagement over the next fiscal year. Departments are asked to identify specific social media goals and tactics for their accounts. The county will also create dashboards to track key metrics for each social media account.
The Miami Dolphins want to grow their social media presence in 2016. Their objectives are to increase followers, engagement, and traffic across major social media platforms. Their strategies include targeting both local and national audiences and sharing more relevant content. They will focus on Facebook, Instagram, and Twitter given their larger audiences on those platforms. The document provides an audit of the Dolphins' current social media performance and outlines their objectives, strategies, roles and a plan for measuring results.
The Carolina Panthers social media strategy document outlines objectives to increase fan interaction over social media through increasing post frequency and encouraging engagement with players/coaches. It includes an audit of their social profiles, traffic sources, audience demographics, and competitors. Key strategies are to include questions/polls in 50% of posts and tag players in relevant posts to boost engagement by 15% in 6 months. The document also outlines roles/responsibilities, social media policies, and critical response plans. Progress will be measured through analytics on website traffic, social profiles, and qualitative sentiment analysis.
The UAA social media strategy aims to increase fan interaction and provide a positive experience. Goals include encouraging more two-way interaction and creating social media plans to achieve interaction. Currently, Facebook generates the most engagement. Objectives are to increase website traffic from social media by 20% and followers on Twitter by 2,000 by October 2016. Key performance indicators will measure engagements, website visitors, and Twitter followers. The strategy outlines brand persona, content strategies, tools, timing of posts, roles and a critical response plan. Measurement will track social metrics and website traffic sources over three months. Qualitative feedback and proposed actions are also reported.
This presentation is a strategy that can be used by the College of Agricultural and Life Sciences at the University of Florida in order to more efficiently run their social media platforms.
Social media strategy for Locker Room UpdatePeterman W
Here, I've assembled the network objectives for Locker Room Update, my website, in a social media plan for both myself and my staff of sports journalists.
This document provides guidance on using social media for the Air Force. It includes tips for leaders, Airmen, families and an introduction to common social media platforms and trends. Leaders are encouraged to use social media to connect with audiences and share stories. Airmen should represent core values and be cautious of sensitive information. Families can use social media to support Airmen but should avoid oversharing details. The document also covers hashtags, geotagging and telling the Air Force story on social media.
This document provides guidance on developing an effective social media strategy. It discusses identifying target audiences, where they consume content, and how to create content tailored for specific social media channels. The key audiences for Duke University are identified as students, alumni, donors, media, and the Durham community. Popular social media platforms are analyzed including Facebook, Instagram, Twitter and LinkedIn. Metrics for measuring success are recommended such as engagement, traffic referral, and brand sentiment. The goal is to develop content that tells compelling stories and drives people to the organization's website.
This document outlines Fairfax County's social media strategy. It discusses the county's success in growing its social media presence across platforms like Twitter and Facebook. The strategy identifies philosophies for the county's social media use, such as engaging the community and sharing timely information. It also provides goals to further expand the county's reach on social media platforms and increase engagement over the next fiscal year. Departments are asked to identify specific social media goals and tactics for their accounts. The county will also create dashboards to track key metrics for each social media account.
The Miami Dolphins want to grow their social media presence in 2016. Their objectives are to increase followers, engagement, and traffic across major social media platforms. Their strategies include targeting both local and national audiences and sharing more relevant content. They will focus on Facebook, Instagram, and Twitter given their larger audiences on those platforms. The document provides an audit of the Dolphins' current social media performance and outlines their objectives, strategies, roles and a plan for measuring results.
The Carolina Panthers social media strategy document outlines objectives to increase fan interaction over social media through increasing post frequency and encouraging engagement with players/coaches. It includes an audit of their social profiles, traffic sources, audience demographics, and competitors. Key strategies are to include questions/polls in 50% of posts and tag players in relevant posts to boost engagement by 15% in 6 months. The document also outlines roles/responsibilities, social media policies, and critical response plans. Progress will be measured through analytics on website traffic, social profiles, and qualitative sentiment analysis.
The UAA social media strategy aims to increase fan interaction and provide a positive experience. Goals include encouraging more two-way interaction and creating social media plans to achieve interaction. Currently, Facebook generates the most engagement. Objectives are to increase website traffic from social media by 20% and followers on Twitter by 2,000 by October 2016. Key performance indicators will measure engagements, website visitors, and Twitter followers. The strategy outlines brand persona, content strategies, tools, timing of posts, roles and a critical response plan. Measurement will track social metrics and website traffic sources over three months. Qualitative feedback and proposed actions are also reported.
This presentation is a strategy that can be used by the College of Agricultural and Life Sciences at the University of Florida in order to more efficiently run their social media platforms.
Social media strategy for Locker Room UpdatePeterman W
Here, I've assembled the network objectives for Locker Room Update, my website, in a social media plan for both myself and my staff of sports journalists.
This document provides guidance on using social media for the Air Force. It includes tips for leaders, Airmen, families and an introduction to common social media platforms and trends. Leaders are encouraged to use social media to connect with audiences and share stories. Airmen should represent core values and be cautious of sensitive information. Families can use social media to support Airmen but should avoid oversharing details. The document also covers hashtags, geotagging and telling the Air Force story on social media.
The Director of Social Media for the North Carolina National Guard noticed concerning comments on their Facebook page late one night that indicated an individual was considering suicide. They privately messaged the person to express concern for their well-being and connected them with the Guard's Integrated Behavioral Health System for crisis intervention and support. With an IBHS representative for guidance, they were able to have a caring discussion that encouraged the individual to seek help. The case demonstrated the importance of social media managers addressing issues that arise online and using available tools to connect those in need with mental health resources.
The Rolling Review document describes various unit moves and facility changes within the 821st Transportation Battalion. Several sections and companies relocated to new buildings to accommodate organizational changes. The motor pool and guard shack were also updated. Additionally, the document discusses the Iron Wheel Challenge competition between female teams from the 821st and 129th companies and the 364th TSC motivational run. Throughout, a tone of positive teamwork and morale is conveyed.
The document is an application for North Carolina National Guard Strong Bonds retreats that provide relationship skills training for soldiers and families. It details the application process and requirements for different types of retreats for single soldiers, married couples, and families. Applicants are asked to provide contact information and indicate their retreat preference, with priority given based on recent deployment or upcoming deployment. Childcare is available for some retreats. The application notes policies around attendance, costs, and communication protocols.
The North Carolina National Guard is seeking to fill one contract position in their Office of Legislative Affairs in Raleigh, NC. The successful candidate will respond to inquiries from legislators regarding NC National Guard operations, and must have strong writing and verbal communication skills as well as experience with Microsoft Office programs. Prior military experience or knowledge of National Guard operations is preferred, as is a background in military personnel work. Candidates should mail resumes and cover letters by March 15, 2013 for consideration.
14 Youth Marketing Digital Trends For Brands To Ride On!Happy Marketer
This deck outlines 14 youth marketing trends that brands can ride on in the Year of the Horse. Fundamentally, it questions the definition of "youth" and how brands can segment & better target them. For each of the 14 points, it illustrates certain global & regional case studies to substantiate the trend. It concludes by proposing a mechanism to juxtapose behavorial economic insights with real time big data to better reach out to, engage with & sell to today's youth.
This document is the U.S. Army Social Media Handbook from January 2011. It provides guidance for Army personnel on using social media appropriately and effectively as a communication tool. The handbook outlines best practices for maintaining operational security and complying with Army standards when using social media. It also provides resources and case studies on how social media can support Army messaging and engagement.
The social media plan focuses on growing the online community and increasing donations for Dance Marathon at UF and Children's Miracle Network. Key strategies include publishing more content featuring Miracle Families, targeting an older demographic, and increasing followers across platforms. Goals include raising $3 million in donations and boosting Facebook likes and Instagram followers. The plan outlines content calendars, roles and responsibilities, and metrics for measuring success including increased engagement and follower counts.
The North Carolina National Guard launched social media accounts in 2010 to better communicate with the public, media, service members, and their families. The accounts aimed to provide timely updates on NCNG activities and support. The Facebook page in particular has been successful, growing to over 1,500 fans who actively engage with posts. It has helped answer questions from potential recruits and show support for deployed troops. The page sees around 1,200 daily views, which spiked over 100,000 when influencers like the U.S. Army tagged the NCNG's posts.
The document provides an overview of Army social media and its various platforms. It discusses how social media has revolutionized communication and that the Army has embraced social media to connect with audiences. It then summarizes the key Army social media platforms: the Army homepage which provides news and access to other platforms; Army Live blog which is the official Army blog; Facebook where the Army page aims to connect the Army community; Flickr and YouTube where the Army shares photos and videos; and Twitter where the Army communicates concise messages. The document encourages participation in Army social media to tell the Army story.
The North Carolina National Guard launched social media accounts for senior leaders in 2012 to better communicate with soldiers, airmen, and their families. The accounts aim to provide timely updates on operations and support programs. Metrics show engagement is growing organically. Leaders also produce blogs and videos to share perspectives. Tools like Tweetdeck help post and monitor content across platforms cohesively. The strategy evolves with trends to maintain relevance and tell the NCNG story.
The document discusses the U.S. Army's use of social media and its strategy for an official presence across various platforms. It provides background on the Department of Defense's social media policy, an overview of where the different military services are currently active on sites like Facebook, YouTube, Flickr and Twitter, and how the Army is integrating social media into its everyday communication efforts. It also explores possibilities for using social media to augment distributed learning and shares lessons learned from the Army's social media efforts.
This document provides guidance on using social media for the Air Force. It discusses social media use for Air Force leaders, Airmen, and families. It also covers common social media platforms and tips, including how to use hashtags to tell the Air Force story. The document encourages sharing experiences as an Airman or family member while maintaining security and following Air Force policies.
The document provides a year-end report from the Social Media Team of the Bully Pulpit Series. It summarizes their activities over the 2015-2016 academic year, including promoting events like debates, elections, and a voter registration week. Each member was assigned a specific social media platform to manage (Twitter, Instagram, Snapchat, Facebook). The team saw growth in followers and engagement across all platforms over the year. Their work helped increase civic engagement at the College of Charleston. The report also provides analytics on each platform, lessons learned, and recommendations for the future.
The document outlines the University of Florida's social media strategy and objectives for 2016. The main goals are to increase online following, presence, and popularity by posting engaging content. Key tactics include increasing posts across networks, using more photos and videos, and defining the UF brand persona. Metrics such as follower counts and engagement rates will be used to measure performance against objectives like a 15% following increase. Response plans and team roles are also established.
Mflnft engaging military families on social media 091615milfamln
Presentation slides for Engaging Military Families on Social Media. MFLN Webinar with Bob Bertsch and Bruce Moody. Find other related resources and the recording at https://learn.extension.org/events/2166
The University of Florida's social media strategy for 2016-2017 aims to grow engagement with out-of-state students by creating more nationally relevant content. Three key strategies include increasing engagement organically, hiring content creators, and generating responsive posts. Objectives include boosting website traffic and Instagram followers. The strategy outlines brand voice, approved tools, event timing, roles and responsibilities, policies, and critical response plans. Progress reports show growth in followers, engagement rates, and use of promotional hashtags. Qualitative feedback indicates more positive and national engagement due to higher quality, on-trend content.
This document outlines the 41st Fires Brigade's social media strategy and efforts on Facebook and Flickr. It discusses establishing goals to build trust and engagement. A framework was created with scheduled post types like quotes, questions, and photos. Metrics were tracked and analyzed, leading to adjustments like changing post times. Efforts focused on high-quality, professional content that accurately represents the brigade. Over time, engagement and followers grew as the strategy evolved based on analytic insights.
This document discusses the Army's use of social media to engage with audiences and distribute news. It provides statistics on the number of followers for several Army senior leader social media accounts and outlines examples of how social media was used in crisis situations. The document also covers considerations for using social media at the battalion level and dangers like OPSEC violations. Resources for social media training and OPSEC are referenced.
Office of de chief of public affairs - Normativa uso RRSS ejército EEUUMaría Rubio
The document is the United States Army's social media handbook. It provides guidance for soldiers and Army personnel on safely and responsibly using social media. It discusses maintaining operational security, following the Uniform Code of Military Justice, and avoiding sharing sensitive information online. The handbook also provides standards for Army leaders using social media and interacting with subordinates.
The document summarizes the Government Accountability Office's (GAO) social media presence and engagement in 2013. It provides statistics on growth of followers across major platforms like Facebook, Twitter, YouTube and Flickr. It also analyzes metrics like reach of posts, geographic distribution of audiences, and traffic sources that drove visitors to GAO.gov. The GAO used social media to raise awareness of its work including high-risk reports and annual performance report. Analysis of comments showed social media was an effective way for GAO to engage with the public and Congress on important government issues.
The Director of Social Media for the North Carolina National Guard noticed concerning comments on their Facebook page late one night that indicated an individual was considering suicide. They privately messaged the person to express concern for their well-being and connected them with the Guard's Integrated Behavioral Health System for crisis intervention and support. With an IBHS representative for guidance, they were able to have a caring discussion that encouraged the individual to seek help. The case demonstrated the importance of social media managers addressing issues that arise online and using available tools to connect those in need with mental health resources.
The Rolling Review document describes various unit moves and facility changes within the 821st Transportation Battalion. Several sections and companies relocated to new buildings to accommodate organizational changes. The motor pool and guard shack were also updated. Additionally, the document discusses the Iron Wheel Challenge competition between female teams from the 821st and 129th companies and the 364th TSC motivational run. Throughout, a tone of positive teamwork and morale is conveyed.
The document is an application for North Carolina National Guard Strong Bonds retreats that provide relationship skills training for soldiers and families. It details the application process and requirements for different types of retreats for single soldiers, married couples, and families. Applicants are asked to provide contact information and indicate their retreat preference, with priority given based on recent deployment or upcoming deployment. Childcare is available for some retreats. The application notes policies around attendance, costs, and communication protocols.
The North Carolina National Guard is seeking to fill one contract position in their Office of Legislative Affairs in Raleigh, NC. The successful candidate will respond to inquiries from legislators regarding NC National Guard operations, and must have strong writing and verbal communication skills as well as experience with Microsoft Office programs. Prior military experience or knowledge of National Guard operations is preferred, as is a background in military personnel work. Candidates should mail resumes and cover letters by March 15, 2013 for consideration.
14 Youth Marketing Digital Trends For Brands To Ride On!Happy Marketer
This deck outlines 14 youth marketing trends that brands can ride on in the Year of the Horse. Fundamentally, it questions the definition of "youth" and how brands can segment & better target them. For each of the 14 points, it illustrates certain global & regional case studies to substantiate the trend. It concludes by proposing a mechanism to juxtapose behavorial economic insights with real time big data to better reach out to, engage with & sell to today's youth.
This document is the U.S. Army Social Media Handbook from January 2011. It provides guidance for Army personnel on using social media appropriately and effectively as a communication tool. The handbook outlines best practices for maintaining operational security and complying with Army standards when using social media. It also provides resources and case studies on how social media can support Army messaging and engagement.
The social media plan focuses on growing the online community and increasing donations for Dance Marathon at UF and Children's Miracle Network. Key strategies include publishing more content featuring Miracle Families, targeting an older demographic, and increasing followers across platforms. Goals include raising $3 million in donations and boosting Facebook likes and Instagram followers. The plan outlines content calendars, roles and responsibilities, and metrics for measuring success including increased engagement and follower counts.
The North Carolina National Guard launched social media accounts in 2010 to better communicate with the public, media, service members, and their families. The accounts aimed to provide timely updates on NCNG activities and support. The Facebook page in particular has been successful, growing to over 1,500 fans who actively engage with posts. It has helped answer questions from potential recruits and show support for deployed troops. The page sees around 1,200 daily views, which spiked over 100,000 when influencers like the U.S. Army tagged the NCNG's posts.
The document provides an overview of Army social media and its various platforms. It discusses how social media has revolutionized communication and that the Army has embraced social media to connect with audiences. It then summarizes the key Army social media platforms: the Army homepage which provides news and access to other platforms; Army Live blog which is the official Army blog; Facebook where the Army page aims to connect the Army community; Flickr and YouTube where the Army shares photos and videos; and Twitter where the Army communicates concise messages. The document encourages participation in Army social media to tell the Army story.
The North Carolina National Guard launched social media accounts for senior leaders in 2012 to better communicate with soldiers, airmen, and their families. The accounts aim to provide timely updates on operations and support programs. Metrics show engagement is growing organically. Leaders also produce blogs and videos to share perspectives. Tools like Tweetdeck help post and monitor content across platforms cohesively. The strategy evolves with trends to maintain relevance and tell the NCNG story.
The document discusses the U.S. Army's use of social media and its strategy for an official presence across various platforms. It provides background on the Department of Defense's social media policy, an overview of where the different military services are currently active on sites like Facebook, YouTube, Flickr and Twitter, and how the Army is integrating social media into its everyday communication efforts. It also explores possibilities for using social media to augment distributed learning and shares lessons learned from the Army's social media efforts.
This document provides guidance on using social media for the Air Force. It discusses social media use for Air Force leaders, Airmen, and families. It also covers common social media platforms and tips, including how to use hashtags to tell the Air Force story. The document encourages sharing experiences as an Airman or family member while maintaining security and following Air Force policies.
The document provides a year-end report from the Social Media Team of the Bully Pulpit Series. It summarizes their activities over the 2015-2016 academic year, including promoting events like debates, elections, and a voter registration week. Each member was assigned a specific social media platform to manage (Twitter, Instagram, Snapchat, Facebook). The team saw growth in followers and engagement across all platforms over the year. Their work helped increase civic engagement at the College of Charleston. The report also provides analytics on each platform, lessons learned, and recommendations for the future.
The document outlines the University of Florida's social media strategy and objectives for 2016. The main goals are to increase online following, presence, and popularity by posting engaging content. Key tactics include increasing posts across networks, using more photos and videos, and defining the UF brand persona. Metrics such as follower counts and engagement rates will be used to measure performance against objectives like a 15% following increase. Response plans and team roles are also established.
Mflnft engaging military families on social media 091615milfamln
Presentation slides for Engaging Military Families on Social Media. MFLN Webinar with Bob Bertsch and Bruce Moody. Find other related resources and the recording at https://learn.extension.org/events/2166
The University of Florida's social media strategy for 2016-2017 aims to grow engagement with out-of-state students by creating more nationally relevant content. Three key strategies include increasing engagement organically, hiring content creators, and generating responsive posts. Objectives include boosting website traffic and Instagram followers. The strategy outlines brand voice, approved tools, event timing, roles and responsibilities, policies, and critical response plans. Progress reports show growth in followers, engagement rates, and use of promotional hashtags. Qualitative feedback indicates more positive and national engagement due to higher quality, on-trend content.
This document outlines the 41st Fires Brigade's social media strategy and efforts on Facebook and Flickr. It discusses establishing goals to build trust and engagement. A framework was created with scheduled post types like quotes, questions, and photos. Metrics were tracked and analyzed, leading to adjustments like changing post times. Efforts focused on high-quality, professional content that accurately represents the brigade. Over time, engagement and followers grew as the strategy evolved based on analytic insights.
This document discusses the Army's use of social media to engage with audiences and distribute news. It provides statistics on the number of followers for several Army senior leader social media accounts and outlines examples of how social media was used in crisis situations. The document also covers considerations for using social media at the battalion level and dangers like OPSEC violations. Resources for social media training and OPSEC are referenced.
Office of de chief of public affairs - Normativa uso RRSS ejército EEUUMaría Rubio
The document is the United States Army's social media handbook. It provides guidance for soldiers and Army personnel on safely and responsibly using social media. It discusses maintaining operational security, following the Uniform Code of Military Justice, and avoiding sharing sensitive information online. The handbook also provides standards for Army leaders using social media and interacting with subordinates.
The document summarizes the Government Accountability Office's (GAO) social media presence and engagement in 2013. It provides statistics on growth of followers across major platforms like Facebook, Twitter, YouTube and Flickr. It also analyzes metrics like reach of posts, geographic distribution of audiences, and traffic sources that drove visitors to GAO.gov. The GAO used social media to raise awareness of its work including high-risk reports and annual performance report. Analysis of comments showed social media was an effective way for GAO to engage with the public and Congress on important government issues.
The document summarizes the Government Accountability Office's (GAO) social media presence and engagement in 2013. It provides statistics on growth of followers across major platforms like Facebook, Twitter, YouTube and Flickr. It also analyzes metrics like reach of posts, geographic distribution of audiences, and traffic sources that drove visitors to GAO.gov. The GAO used social media to raise awareness of its work, including high-profile reports and testimony, and reacted in real time to emerging news through its Plugged In program.
U.S. Navy Command Leadership Social Media HandbookDouglas Burdett
This document provides guidelines for Navy commands regarding the use of social media. It discusses defining social media and relevant DoD and Navy policies. It provides guidance on communicating expectations to sailors regarding safe social media use and avoiding OPSEC violations. It also offers tips for commands regarding setting communication objectives, content strategies, and selecting and managing social media platforms. The overall aim is to help commands incorporate social media effectively while maintaining standards of conduct.
The document describes an integrated social media campaign to raise awareness about developing aid. It will use social influencers to share their experiences from visits to developing countries in order to debunk myths about aid. The influencers will post on Facebook, Instagram, YouTube, and Periscope about their adventures and interactions with locals. This aims to persuade skeptical Czech audiences by activating people they trust to shape their opinions. The choice of influencers is crucial since they have existing follower bases who will help the campaign's messaging reach its target audience.
Our social media posts about the I-70 tanker fire helped spread information about the incident to over 500,000 people. We maintained hourly updates with useful media like maps, which were shared 2,000 times on Facebook and featured on news channels. While initial reach was highest on the day after the fire as people shared our posts, likes on Facebook continued increasing until July 3rd as more friends saw shared posts. Our Twitter posts earned over 334,000 impressions, twice Facebook's reach, averaging around 47,800 impressions per day.
The social media plan aims to increase engagement with the Northwest Office of Volunteer Services through improving social media presence. Goals include getting people talking about Volunteer Services, raising awareness of Alternative Spring Break, and partnering with other organizations. Strategies involve sharing stories and multimedia about service, promoting campus events, and measuring engagement through tools like Hootsuite. A sample calendar outlines planned social media content for September and October.
Similar to NCNG on Social Media at the Unit Level (20)
The 505th Engineer Battalion newsletter discusses resiliency and provides tips to build resilience. It emphasizes that resilience is an important skill that enables soldiers to cope with adversity. While some are naturally resilient, resilience can be learned through developing problem-solving skills, social support systems, purpose and meaning, optimism, and self-care. The newsletter encourages soldiers to focus on resilience by getting adequate rest, maintaining physical fitness, and engaging in off-duty activities. It stresses that resilience plays an important role during deployments and the holiday season.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The 497th Engineer Company had a busy month that included awarding combat patches to soldiers, promotions, and a company organizational day celebration over Labor Day weekend. They are now past the halfway point of their deployment. Headquarters Platoon has been reintegrating soldiers, planning events, and moving locations in support of a new large project. The company organizational day event helped boost morale as soldiers are now over halfway through their deployment.
This posting announces a vacancy for the position of First Sergeant in the 263rd Combat Communications Squadron located in New London, NC. The vacancy is expected to open on 1 October 2012. Candidates must be a Master Sergeant or eligible for promotion to Master Sergeant and meet all requirements listed, including leadership ability, physical fitness standards, education standards, and a willingness to serve for at least 3 years after completing First Sergeant Academy. Interested applicants should submit a completed application form with current PT test and records review to the 145th FSS/CC no later than the closing date of 4 September 2012.
1. The Savannah River National Laboratory conducted a radiological detection exercise involving the South Carolina National Guard, North Carolina National Guard, Georgia National Guard, and Philadelphia Police Department.
2. The exercise tested the agencies' abilities to detect radioactive materials and respond appropriately through simulated scenarios at Aiken Technical College and the Savannah River Site.
3. The scenarios challenged the participants to search areas like a mail room, political rally venue, and abandoned vehicle for radioactive sources, using various radiation detection equipment. The exercise provided valuable training and insights into improving detection capabilities.
This document is an application form for the Air National Guard's Air Command and Staff College-Air Reserve Component Seminar (ACSC-ARCS) program for fiscal year 2012. It requests basic contact information from applicants such as name, rank, address, phone numbers, and email. It also requires endorsement from the applicant's Wing Commander stating that the unit will fund travel expenses for the applicant to attend the program's two-week sessions.
USO:
SPC Jessica Smith www.uso.org
jessica.smith@us.army.mil
Family Readiness Group: Army Emergency Relief:
www.aerhq.org
883rdsappersfrg@gmail.com
Chaplain: Spartan Family Facebook Page:
CH (CPT) Daniel B. Smith www.facebook.com/883rdsappers
daniel.b.smith@us.army.mil frg
Medical: Spartan Family Email List:
SGT Jessica Jones 883rdsappersfrg@gmail.com
jessica.jones@us.army.mil
Dental
This document announces the application process for the Fiscal Year 2013 Air Force Senior Noncommissioned Officer Academy (AFSNCOA) and Sister Service Senior Noncommissioned Officer Academies (SSSNCOA). Eligible senior noncommissioned officers are encouraged to apply by 30 May 2012. The application should include a letter of intent, AF IMT 1206, nomination letters, current fitness assessment, virtual military personnel flight record, and endorsement from the State Command Chief. Applications will be evaluated and selections made based on the applicant's qualifications and stratification.
This document is a worksheet for ANG and RegAF members requesting formal training. It requires the member to provide contact information and certify that training obligations will be met. Supervisor and commander authorization is also required to ensure the training does not conflict with mission needs. The final section is for the Base Education and Training Manager to track the request status.
This document is an application worksheet for the Air Force Senior Noncommissioned Officers Academy and Sister Service Senior NCO Academy for fiscal year 2013. It requests personal information from applicants such as name, rank, AFSC, and unit of assignment. It outlines the submission checklist and optional documents needed for the application. It also lists the class priorities for the AF SNCOA and allows applicants to indicate if they want to be considered for a Sister Service SNCO Academy.
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISMAJHSSR Journal
ABSTRACT: Huzhou has rich tourism resources, as early as a considerable development since the reform and
opening up, especially in recent years, Huzhou tourism has ushered in a new period of development
opportunities. At present, Huzhou tourism has become one of the most characteristic tourist cities on the East
China tourism line. With the development of Huzhou City, the tourism industry has been further improved, and
the tourism degree of the whole city has further increased the transformation and upgrading of the tourism
industry. However, the development of tourism in Huzhou City still lags far behind the tourism development of
major cities in East China. This round of research mainly analyzes the current development of tourism in
Huzhou City, on the basis of analyzing the specific situation, pointed out that the current development of
Huzhou tourism problems, and then analyzes these problems one by one, and put forward some specific
solutions, so as to promote the further rapid development of tourism in Huzhou City.
KEYWORDS:Huzhou; Travel; Development
Lifecycle of a GME Trader: From Newbie to Diamond Handsmediavestfzllc
Your phone buzzes with a Reddit notification. It's the WallStreetBets forum, a cacophony of memes, rocketship emojis, and fervent discussions about Gamestop (GME) stock. A spark ignites within you - a mix of internet bravado, a rebellious urge to topple the hedge funds (remember Mr. Mayo?), and maybe that one late-night YouTube rabbit hole about tendies. You decide to YOLO (you only live once, right?).
Ramen noodles become your new best friend. Every spare penny gets tossed into the GME piggy bank. You're practically living on fumes, but the dream of a moonshot keeps you going. Your phone becomes an extension of your hand, perpetually glued to the GME ticker. It's a roller-coaster ride - every dip a stomach punch, every rise a shot of adrenaline.
Then, it happens. Roaring Kitty, the forum's resident legend, fires off a cryptic tweet. The apes, as the GME investors call themselves, erupt in a frenzy. Could this be it? Is the rocket finally fueled for another epic launch? You grip your phone tighter, heart pounding in your chest. It's a wild ride, but you're in it for the long haul.
UR BHatti Academy dedicated to providing the finest IT courses training in the world. Under the guidance of experienced trainer Usman Rasheed Bhatti, we have established ourselves as a professional online training firm offering unparalleled courses in Pakistan. Our academy is a trailblazer in Dijkot, being the first institute to officially provide training to all students at their preferred schedules, led by real-world industry professionals and Google certified staff.
Your LinkedIn Success Starts Here.......SocioCosmos
In order to make a lasting impression on your sector, SocioCosmos provides customized solutions to improve your LinkedIn profile.
https://www.sociocosmos.com/product-category/linkedin/
EASY TUTORIAL OF HOW TO USE REMINI BY: FEBLESS HERNANEFebless Hernane
Using Remini is easy and quick for enhancing your photos. Start by downloading the Remini app on your phone. Open the app and sign in or create an account. To improve a photo, tap the "Enhance" button and select the photo you want to edit from your gallery. Remini will automatically enhance the photo, making it clearer and sharper. You can compare the before and after versions by swiping the screen. Once you're happy with the result, tap "Save" to store the enhanced photo in your gallery. Remini makes your photos look amazing with just a few taps!
This tutorial presentation offers a beginner-friendly guide to using THREADS, Instagram's messaging app. It covers the basics of account setup, privacy settings, and explores the core features such as close friends lists, photo and video sharing, creative tools, and status updates. With practical tips and instructions, this tutorial will empower you to use THREADS effectively and stay connected with your close friends on Instagram in a private and engaging way.
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2. Category D: Outstanding Initiative in New Media
Background Information
On July 2013, the North Carolina National Guard Public Affairs Office created the first yearly Unit
Public Affairs Representative training, with the one of the objectives being training Guardsmen at
the Unit Level on managing their own Social Media site (specifically a Unit Facebook page) and
learning about our other Social Media tools/Resources we use to tell our story.
Mission Objectives
The North Carolina National Guard and Senior Leaders were well established within our Social
Media platforms but still felt that our message was not getting to the lowest level, our Citizen
Soldiers and Airmen. So in the summer of 2013, the Public Affairs Office conducted a UPAR
training, with an ultimate goal of bridging the communication gap not only between N.C National
Headquarters and the Units but between the Units and the community they live and work in
everyday.
One segment of the NCNG Social Media mission is to utilize the valuable media technology
outlets to deliver the National Guard's message and share the NCNG's strategic objectives:
•Provide ready forces to support Federal and State requirements, while providing the community
with real-time information and timely updates on what measures the NCNG is taking to meet these
objectives:
For example:
•Reports on NCNG troops Mobilizing or demobilizing is produced via our Social Media outlets to gain
support of friends, family members, and fellow Soldiers at home via posts to encourage morale at
home and abroad.
•When the NCNG is called upon for state duty (Ex. Mountain climbers rescues with the HART team),
our program was able to keep the community informed with updates on the situation.
•Develop and participate in programs that add value to our Service Members, families, employers
and communities.
For Example:
•The Unit Facebook pages allow Service Members abroad to send products and share messages
with NCNG, via posts, photos or video messages and keeping us and followers all informed.
•By-weekly strategic meetings within the Public Affairs office are conducted to identify key NCNG
Units or programs to highlight capabilities of NCNG.
•The social media accounts highlight regularly a certain function of the NCNG such as Mob/De-Mob
ceremonies, yearly training, missions, Family Programs, Tarheel ChalleNGe Academy, etc.
Target Audiences
Each of our Social Media accounts has a different target audience. We look to connect with
Soldiers and Airmen, their families, stakeholders and partner organizations interested in the NCNG
story on Facebook and/or Twitter while using our other Social Media platforms like YouTube, Flickr,
Instagram, Tout, and Pinterest as resources to distribute products more effectively.
External Audiences
We have been able to connect with military enthusiats/support groups, media and military
organizations via our different Social Media accounts, like Facebook, Twitter, Pinterest, Flickr and
Instagram.
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3. www.facebook.com/NCNationalGuard
www.facebook.com/5113thFieldArtiller
www.facebook.com/210thMPDetachment
yRegiment
www.facebook.com/211thMilitary
PoliceCompany
The NCNG Public Affairs office launched its official Facebook page in 2010 and since its launch it has had
a steady increase of followers each year. In the early part of 2013 we developed an initiative to start
training Unit Level Public Affairs Representatives with the goal of creating more active lines of
communication via Social Media between NCNG Headquarter, Major Subordinate Commands (MSCs) and
individual Units. The objective was to make sure that our command message was reaching even more
of our general public, including family members and military support organizations in the Units’ local
community. After completing the Social Media training, Units either created or updated their Facebook
page profiles to meet regulations and making NCNG a manager to monitor content and followers.
2274 Views
Unit Pages update their followers of their training, community
involvement and deployments (retrospectively) and provide their
Soldiers necessary information regarding family support programs,
and more. We’ve encouraged and received a lot of participation
from our Units on their Social Media presences and seen
exponential increases not only to their Unit pages but our NCNG
and Senior Leaders pages as well.
http://tinyurl.com/l84zjsa
This has not only brought out a sense of more personal interaction
between Soldiers/Airmen and their leadership but given Soldiers
Another source to communicate quicker. Units tag NCNG Facebook on
any local events they may be doing giving us and the Leadership
opportunity to give those Units a shout out on our own Facebook pages
and increase the awareness and exposure to what we do on a local level.
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http://tinyurl.com/m85wj8e
4. Facebook has become an
important platform for
sharing pictures of our
Soldiers & Airmen leaving
or returning home from
deployments, but what
followers really enjoy seeing is when our Units
provide update posts from downrange. These
posts are particularly popular increasing virality
and engagement while helping boost the
morale of friends and families at home.
14, 392 views
http://tinyurl.com/m85wj8e
During the UPAR training Soldiers were also taught how to take pictures and shoot video suitable for
socializing on Facebook which tend to be the most popular. Messages like the 211th MP Company short
5 second messages from many of their Soldiers compiled into a video post on their Facebook page
which brought the over 14,000 views to the one post.
748 views
http://tinyurl.com/ox5szzf
Facebook is such a powerful tool of communication with our
Soldiers at Unit level to the point that it played a critical role in
A difficult situation. In early July of 2013, we had a Soldier that
looked up our Public Affairs number on our Facebook page and
called to let us know another Soldier had posted a suicide
message on his Facebook profile. The Soldier who reported the
incident sent us a print screen of the post and from there we
were able to friend request the Soldier with the suicide post
And send him a private message encouraging him to seek help.
Since he did not respond right way, but did friend us, we were
able to contact a family member from his profile, while our PA
Office contacted his Unit to inform them of the situation.
(Continued on Page 5)
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Or posts like the 30th Brigade Special
Troops Battalion that provided a bit of
relief during uncertain times. Where a
few minutes to reassured Soldiers and
their families that make up drills would
be an option after the Government
shutdown makes all the difference, as
the Commander of the 30th STB did
easing some of the anxiety during a
very difficult time for our Guardsmen.
5. The Soldier’s family member made contact
with him and posted a message on his page
stating “he is with family now, taking care of
him”, and few minutes later a Platoon
Sergeant from his Unit Posted “We have him.
A few guys from our unit are with him now.
Thanks for the help”. In all, the situation thankfully resolved
itself and later the Soldier posted a message thanking everyone
who intervened and made a difference in his life. Without social
platforms like this to establish a rapport with our Guardsmen the
situation could have played out quite differently.
Since the NCNG Public Affairs office took the initiative to create our own Twitter in
2010 we have increased our following by 367% with a 2013 year-end following of
3,269. Our account is updated on a daily basis and frequently with content that is
not only relevant to our Soldiers and Airmen, but to news and military organizations.
Twitter was initially created with correspondent accounts attached to it, where our
correspondents use their Twitter handles to share content of missions while on-site.
Giving us the opportunity to be at different missions and share information while it’s happening like
many news organization do, thus allowing our media followers and military organizations to pick up
our stories.
As the @NCNationalGuard, we also share content with
organizations that we work closely with such as the
North Carolina National Guard Family Programs
(@NCNGFamily), North Carolina Air National Guard
(@NCAirGuard), The NC Governor’s Office
(@PatMcCroryNC), and more. But the effectiveness for
Twitter can be more quantified during situations of
emergency operations or inclement weather where we
create a point of contact with the N.C. Emergency
Management (@NCEmergency), The N.C. Department
Of Public Safety @NCPublicSafety, and the N.C.
Department Of Transportation @NCDOT by using
hashtags such as #ncwx and #readync.
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6. Social Media Platforms as product distribution resources
Tout is an online social and “microbloggin” networking
service that enables our Public Affairs correspondents to
broadcast 15- second clips directly to our followers. Like Twitter,
Tout is about a real-time conversation-but in video, rather than
words. This allows us to capture
remarkable footage of our missions/Units and
instantaneously share it, providing our Soldiers,
Airmen, families, media and/or military organizations
with more of sense on being live on scene. When
sharing the clips, much like Facebook and Twitter, we
would tag organizations or Units as well as use hashtags
when necessary to help create awareness. Since we
launched Tout in May 2013, we’ve uploaded 300 clips
and gained 311 followers on the Tout platform.
http://tinyurl.com/n2mymjj
http://tinyurl.com/m5vptfd
As another resource to communicate with our Units across
the state is through our YouTube video uploads. When our
Public Affairs Office covers Units’ missions/Annual Trainings,
official visits, and videos that illustrate our command message;
YouTube is the most efficient method to allow our Service Members, media and
the community at large to view the entire events. Sharing these videos on our
Facebook or Twitter pages allow our followers and individual Unit pages to
share the video in a seamless way. One of the most effective ways to share
these videos and making sure that the Unit it pertains to sees it, at least for
http://youtu.be/URcC6eAEDzw
Facebook, is to copy the share link and use it in your post which allows you the
opportunity to mention the particular Unit.
Since Flickr’s launch in 2010, we’ve uploaded 526 sets, and
received 2,293,503 all-time views. When photographers go
out on a mission, it is standard operating procedure to
upload their photos on to Flickr, and create a set. Since
Facebook and Twitter have historically had pictures be the
most popular posts, we’ve found, a more effective way to get our views up
would be taking the most eye catching picture of the set, sharing it on
Facebook and Twitter and adding the link to full set. We also share the sets
on our public website - nc.ngb.army.mil and as a slideshow.
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http://flic.kr/s/aHsjNGGMem
7. Marketing Strategy
The North Carolina National Guard Public Affairs team developed Social Media business cards that lists
the URLs to all of the organization accounts and QR code to our Facebook page on one side. On the
other side, we feature the URL to our public mobile site launched in the summer of 2013 and its
corresponding QR code as well with out contact information for any questions. These business cards
were distributed on missions, and special events hosted or attended by the NCNG as a simple resource
for anyone looking for information, pictures etc.
The Public Affairs team and Senior Leaders continue to promote our Social Media sites on their e-mail
signature block. Each one of the accounts promotes one another by providing links, and cross
promoting on each network.
The Public Affairs team has also embedded the links to our Facebook, YouTube
and Flickr sites to the public website - nc.ngb.army.mil for immediate updates
on the website. As an added strategy, we’ve also implemented the use of the
NCNG Logo on pictures that are shared on Facebook and Twitter for continued
visibility and awareness of the N.C National Guard.
Twitter Post from Dec.
19th - 1-130th ARB
Aviators performed
the flyover for 114th
Army-Navy Games.
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8. Posting and Monitoring Tools
All of our Social Media outlets work together to help support the NCNG’s command messages. To best
accomplish this, and assure we get the best value for each, we use a few tools to assist with content
posting and monitoring.
Tweetdeck allows us to monitor the many different accounts, mentions, keywords, hashtags and events
associated with the N.C. National Guard, our Units and Senior Leaders accounts. Also, all accounts are
connected to a smartphone device for immediate updates on any posts/tweets while also easing timely
postings.
With the new addition of NCNG as backup page managers to the Units’ pages in 2013, we are able to
monitor pages’ posts and comments not only during work hours but at any given time with the
smartphone updates.
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9. Metrics
Social Media statistics continue to be the most effective way to determine our progress and
gauging our audience and interaction, not only for NCNG but for our Senior Leaders. With the
new Facebook analytics updates made available in the later part of 2013, we have been able to
create more specific reports. We can now know who our demographic is, who is the most
engaged and when, and what our audience is most interested in seeing. Which we use as a way
to determine our planning schedule, looking at what was most effective and vice versa. As Social
Media evolves, so does the justification for our Units to have a presence.
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10. Conclusion
The North Carolina National Guard’s Social Media efforts consist not only on communicating the
Command message but making sure it connects with our Soldiers, Airmen, friends, families and
community at large.
With the ever evolving world of Social Media, we are constantly looking for ways to improve our
approach to getting the NCNG’s command messages out to the public . Our Social Media efforts work
hand-in-hand with the Command message to:
1. Be a Ready Team of Citizen Soldiers and Airmen who are Always Ready, Always There
to protect and defend our nation and secure our American way of life.
• Illustrated through the Unit’s missions and operations and the collaboration with our
emergency management organizations streamlined by our strategic communications with
developed hashtags, etc.
2. The more than 12,000 Soldiers and Airmen of the North Carolina National Guard are ready to
deploy and have deployed all over our State and abroad.
• Shown through the many Major Subordinate Commands (MSCs) and Unit pages, Senior
Leaders’ pages, and our promotion of them.
3. The North Carolina National Guard is the best bargain for our state and nation.
• Social Media is a “free” outlet we’ve used to tell the story of the NCNG Soldiers and Airmen.
Our efforts to embrace new technology by introducing Units all over the state to Social
Media keeps us relevant in regards to military organizations and Social Media.
NCNG has constantly evolved our strategy, for example, educating our Units on how Social Media can
help them communicate with the community with a well composed message, while cautioning them
not pollute their followers newsfeed consequently causing their audience to shut down. We’ve also
change the way we interact with our audience on Twitter with the additions of platforms like Tout to
assist with the Twitter character limitations. In turn, we have been able to more effectively get our
message across to our audience through video messages, improving not only our interaction but have
also provided a more diverse and dynamic communication with our community.
NCNG has developed ways to communicate back and forth with our community on each network,
sounding authentic and professional at all times, and generally, creating a self-sustaining communities
that we continue to share our story with, monitor, and grow. This is done by keeping a positive
relationship with Units, rather than by creating fabricated messages from the public affairs office.
There’s no better way to tell our story than having those Units that live and interact with the
community where the stories are happening. The Units’ following, like ours, are not as big as other
pages with larger organizations may be, the pages growth is organic. Those involved with the Units’
pages tend to have a better established relationship with their local community giving it a certain
authenticity, therefore, followers tend to have a genuine interest in what they have to share on Social
Media.
The numbers on our NCNG and Senior Leaders pages are on an upward trend, and as we continue to
keep the lines of communication open with our Major Subordinate Commands (MSCs) and Units the
momentum we have developed will carry us forward. The North Carolina National Guard Public Affairs
office looks ahead to numerous growth opportunities for our Social Media efforts and communications
strategy as whole, for 2014 and for year’s to come.
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