2022 Corporate Social Media Strategy - an overview presentation of fostering two-way engagement - eSCRIBE Meetings
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2022 Corporate Social Media Strategy an overview presentation of fostering two-way engagement
Overview
• SWOT Analysis
Situation • South Georgian Bay & TBM Social Media Landscape
analysis
• Our Voice
• Our Audiences
Platforms &
audiences • Our Platforms
• Social Media Governance
• Responding to Inquiries
Governance
& procedure • Content Planning
• 2022 Action Plan
Action plan • Metrics & Maintaining Progress
& metricsSituation Analysis • Social media provides the ability for users to stay up to date with local, national, and international news, while also providing instant connection with family and friends 24/7, 365 days a year. • In 2020, online and digital communication demand saw a dramatic increase from the onset of the COVID-19 pandemic. • Increasing demand for organizations to move away from the traditional one-way communication tools and open doorways to building two-way relationships rooted on the foundation of engagement, transparency and trust. • In 2020 nearly half a billion users joined social media, bringing the total number of users to 4.2 billion in early 2021, representing a 13% increase. • By 2021, 85% (32.20 million) of Canada’s population was on social media – with an increase in 2.4 million users from 2020 to 2021 (8% growth).
Situation Analysis • As a community of communities, the Town recognizes the need to adapt and innovate communication and engagement efforts to ensure it evolves with the diverse range of needs from our residents and community. • Increasing the use of social media through a strategic approach will provide the means to addressing existing communication challenges in the Town, as identified in the 2021-2025 Communications Strategy. • As the realm of communications continues to rapidly change, and our community’s diverse range of needs evolves, enhancing the Town’s communications efforts through social media is crucial to engaging early and often and is the key to fostering a relationship with the public – one built on the foundation of two-way open dialogue and trust.
Primary Reasons of Social Media Usage • When citing the primary reasons why global internet users aged 16 to 64 use social media in 2021, Hootsuite identified the following: • Staying up-to-date with news and current events (36.5%) • Finding funny or entertaining content (35.0%) • Filling up spare time (34.4%) • Staying in touch with what friends are doing (33.0%) • Sharing photos or videos with others (27.9%)
Ontario Municipal Social Media Usage • In 2019, Redbrick Communications completed a survey to explore how municipalities in Ontario utilize social media (based on responses from 31 municipalities across the province). Through the survey results, three key themes were discovered: Building community and two-way engagement through strong visuals; Managing expectations and telling a more human story; Dealing with difficult people and misinformation. • Social media provides the opportunity for municipalities to control the narrative of upcoming and ongoing projects, as well as providing the platform to disseminate and simplify information and breakdown the barriers towards creating a more transparent relationship between government and the public.
SWOT Analysis on Social Media
•Increase government •Town’s minimal online •Increase engagement & build •Differing/evolving algorithms
Weaknesses
Threats
Strengths
Opportunities
transparency & two-way presence on social media can trust with diverse audiences can make content visibility
communication make new channels difficult to •Build authority as being difficult
•Increase online presence & promote & gain followers primary source for Town news •Varying expectations & levels
community engagement •Instantaneous & immediate •Diversify public input for Town of acceptance from the
•Foster conversations nature of social media does not projects & surveys community on content/terms
•Provide timely information & align with Town’s regular •Increase web traffic to the of use
news business hours Town’s corporate website, •Ensuring respectful dialogue
•Increase communication with •Increase staff time required to tourism & rec website, & between the Town, staff &
hard-to-reach audiences create/collect content & partner organizations community
response times to inquiries platforms •Maintaining difference
•Enhance Town brand &
authenticity •Creative means to make data & between conversation &
information more official forms of providing
•Cost efficient tool
understandable/digestible feedback
•Increase staff productivity &
•Enhance community building •Sensitivity of information &
utilize resources efficiently
through collecting & sharing ensuring accuracy in all posts
local stories, images & content •Difficulty to validate
authenticity of informationSGB Social Media Landscape
Meaford Grey Highlands Collingwood Clearview Wasaga Beach
Social Platform
Facebook
Twitter
Instagram
YouTube
LinkedIn
SGB Social Media Landscape (Cont’d)
• Many of the South Georgian Bay municipalities noted Facebook’s platform
provides the greatest potential to reaching audiences effectively, while also
providing the opportunity to control the narrative of misinformation on
projects and building overall authority in the community.
• The consulted municipalities also noted various benefits to communicating
with their audiences through social media, including:
Reducing misinformation through providing factual and transparent
information
Reducing project-based questions through sharing and responding to
inquiries directly through social media
Building authority and credibility as being a dedicated source for municipal
news and informationTBM Social Media Landscape
• In 2020, the Town conducted a Communications Survey as part of its
development of the 2021-2025 Communications Strategy:
• 38% (102 out of 264 responses) indicated they receive Town news and
information through some form of social media
• 29% (78 out of 264 responses) receive information from public Facebook
groups.
• With public Facebook groups serving as the primary means of sharing and
receiving information on official Town news, there is an absence of brand
authority from the Town – impacting credibility of information and trust
with the public.TBM Social Media Landscape (Cont’d)
• Through enhancing its online presence on social media, the Town can more
effectively and proactively share information that is already being
discussed on social media and provides the opportunity to build the overall
brand authority and presence of the corporation as being the official
source for Town news and information.
• The creation of a Corporate Facebook account will:
Establish the Town as being an official source for municipal news and information
Increase trust and accuracy of information shared on social media
Allow the Town’s diverse audiences to comment, engage and ask questions with the
expectation of official responses from Town StaffSocial Media Goals
Create a Corporate Facebook account to diversify the Town’s social media audiences.
Build authority as an official news source for all Town happenings and projects.
Foster two-way dialogue with our online audiences through content sharing.
Drive traffic to the Town’s official website and relevant partner and Town project websites.Our Audiences • As identified in the 2021-2025 Communications Strategy the Town’s audiences consist of the following: • Permanent Full-Time Residents • Year-Round Part-Time Residents • Seasonal Residents • Tourists and Visitors • Business Owners & Employees • Groups, Associations and Service Clubs • Media Agencies • Government Agencies • Understanding the diversity of needs and ability to reach our various audiences through social media, it is important to recognize and understand who is connecting with the Town on each individual social media platform. • The Communications Division will continue to monitor and evaluate its audiences on each platform as they continue to grow.
Our Voice
• Our social media platforms commit to upholding and maintaining the
integrity of the values as outlined in the Town’s Corporate Strategic Plan:
• Excellence
• Providing conscientious service to our community and to each other.
• Integrity
• Being honest, consistent and fair in all we do.
• Accountability
• Ensuring responsible and transparent governance.
• Inclusivity
• Respecting and engaging every voice.
• Stewardship
• Honouring the past, caring for the present, leading toward a sustainable future.Our Platforms • The Corporate social media channels include Facebook, Twitter, LinkedIn and YouTube. • Understanding the differing audiences and various engagement level on each platform, it is important to note that each of the Town’s social media pages will be curated to engage with specific audiences. • The following slides will provide an overview of each platform including their mission, audiences and why factor.
Facebook
• Mission: The Town of The Blue Mountains Facebook page serves as the
primary social media channel to engage with the public and share
important news and information regarding Town projects, upcoming
meetings and public engagement opportunities, community initiatives, and
official government updates which will build the Town’s authority and trust
as being the primary source for information.
• Audiences: Serving as the Town’s primary social media channel, the corporate
Facebook account will focus targeted efforts within the following audiences, from
the ages of 18-55+ years old: Permanent Full-Time Residents; Year-Round Part-Time
Residents; Seasonal Residents; Tourists and Visitors; Business Owners & Employees;
Groups; Associations and Service Clubs; and Government Agencies.
• Measuring success: Engagement Rate, Reach, Referral Traffic, Page Likes/Followers.Why Facebook? • Facebook is the largest social media platform online with 2.70 billion monthly active users utilizing its services, with 83% of online Canadian adults reporting to have an account as of 2020. • Over 61% of 2020 Communications Survey respondents indicate they would use the Town Facebook page as a source for information. • Nearly 30% of 2020 Communications Survey respondents indicate they receive Town news and updates through public Facebook groups. • The creation of the Town’s corporate Facebook page provides an opportunity to: Build the Town’s authority as an official source for information and news Build the Town’s profile and increase audience reach and engagement
Twitter
• Mission: The Town of The Blue Mountains Twitter page serves as the
secondary social media channel to engage with our stakeholders and share
important news and information regarding Town projects, upcoming
meetings and engagement opportunities, community initiatives, and
official government updates which will increase the Town’s authority and
trust with members of the public, government officials, key partners and
stakeholders.
• Audiences: Serving as the Town’s secondary social media channel, the corporate
Twitter account will focus targeted efforts within the following audiences: Media
Agencies; Groups, Associations and Service Clubs; and Government Agencies.
• Measuring Success: Engagement Rate, Impressions, Profile Visits.Why Twitter?
• Twitter is one of the best social media platforms to keep up with the latest global trends
and conversations. Serving as one of the most instant and conversational social media
tools, Twitter sees roughly 6,000 tweets every second.
• Although just over 16% of the 2020 Communications Survey respondents indicated they
use the Town’s Twitter account to receive information, the platform provides an
opportunity to increase the Town’s reach with younger audiences (aged 18-24 and 25-
34), as these audiences have the highest adoption of use.
• The platform can serve as a beneficial secondary platform to connect and share
information with high-level organizations, companies across key sectors and elected
officials at all levels of government.
• Strengthening the Town’s corporate Twitter account provides an opportunity to:
Connect and share important Town news and information instantaneously
Enhance Town brand and awareness with high-level government officials, key partners and
stakeholders, and visitorsLinkedIn
• Mission: The Town of The Blue Mountains is on LinkedIn to showcase the
corporation as a top employer in the South Georgian Bay region, share
informative and educational content and celebrate overall business and
community success which will enhance the Town’s recruitment and
retention efforts for perspective employees looking to settle in the area.
• Audiences: Serving as the Town’s social media platform for employee recruitment,
retention, and engagement, the corporate LinkenIn account will focus targeted
efforts within the following audiences: Current and Potential Employees of the Town;
Groups, Associations and Service Clubs; Government Agencies; and Media Agencies.
• Measuring success: Followers/Connections; Engagement Rate; Page Views/Unique
Visitors.Why LinkedIn? • LinkedIn serves as the largest business-oriented networking website that is tailored for professionals at all levels. • Home to 756 million members in more than 200 countries and territories worldwide. • With content being shared on an as-needed basis, and a primary focus on recruitment and retention, the channel will require low-maintenance and staff resources relative to other social media channels indicated in the strategy. • Enhancing the Town’s use of its corporate LinkedIn page provides an opportunity to: Recruit potential employees Build corporate morale and engagement
YouTube
• Mission: The Town of The Blue Mountains is on YouTube to showcase The
Blue Mountains and the South Georgian Bay region through original videos
which will enhance the Town’s brand identity through supporting
community development and tourism initiatives, as well as provide
education and awareness on Town projects and initiatives.
• Audiences: Serving as the Town’s repository for videos to be utilized across various
digital platforms, the corporate YouTube account will focus targeted efforts within
the following audiences, from the ages of 18-55+ years old: Permanent Full-Time
Residents; Year-Round Part-Time Residents; Seasonal Residents; Tourists and Visitors;
Business Owners & Employees; Groups, Associations and Service Clubs; and
Government Agencies.
• Measuring success: Watch Time (Hours), Unique Viewers, Impressions and Click
Through Rate. *It is important to note serving as a repository may limit the
analytics/insights into the true success of the platform.Why YouTube? • YouTube currently serves as the 2nd most visited website in the world, only behind Google. • Serves as Canada’s 3rd most popular social media platform. • Provides a powerful branding opportunity to engage creatively with audiences through video. • Platform’s high level of engagement of audiences aged 18-24 provides opportunity to diversify the Town’s audience reach, while also increasing overall engagement with the community through curated content and topics of interest. • Enhancing the Town’s use of its corporate LinkedIn channel provides an opportunity to: Showcase the Town’s rich history and vibrant culture to diverse audiences Simplify and explain municipal process and Town projects through creative approach
Social Media Governance, Policy & Procedures • Through consultation with surrounding municipalities, staffing resources was determined to be the most significant barrier to building social media presence and executing an effective strategy through digital platforms. As the demand for information increases, it is crucial the Town determine the structure needed to enhance its use of social media. • The Corporate Social Media Policy serves as a means for governing the use of social media accounts for business purposes on behalf of the Town. • Terms of use are to be posted to any active social media account, with the document listing types of comments and content that may be prohibited/removed at the discretion of the Town’s authorized staff. Hours of operations are stated within this document.
Social Media Management & Procedures • Each of the Town’s corporate social media accounts will be managed and administered by one identified Social Media Moderator. Town Staff in the Communications Division will assist in the planning and development of content as necessary. • Departments wishing to make a specific content request will notify the Social Media Moderator and assist with draft copy and images as necessary. • In the case of department-specific content, the Social Media Moderator can request assistance from the Department Head to ensure clarity, accuracy, and relevance of posted content onto the various social media platforms.
Responding to Inquiries • Social media runs 24/7 and the conversation can change and evolve instantaneously. As an instant form of communication, it is important to manage expectations for all audiences engaging with the Town on social media. • The Social Media Policy outlines general response protocols in detail, but specifies that typically, the Town will respond to online inquiries or comments during regular business hours, Monday to Friday 8:30 a.m. to 4:30 p.m. • It is also important to note the Town will not respond to all comments made on corporate social media accounts, and will not tolerate users posting inappropriate comments, and may mute, hide, block, or ban users for violating the Social Media Terms of Use.
Staffing Requirements • To ensure the effective and successful execution of this strategy, staffing resources will be required in the following categories: • Content Planning, Development and Scheduling • Social Media Monitoring • Responding to Public Inquiries • With a comprehensive understanding of the Town’s online landscape and based on industry best practices and standards, it is estimated that 10-15 hours per week will be required to properly manage each of the corporate social media accounts. • Staff resources required to implement the Corporate Social Media Strategy may change and evolve as the Town’s corporate social media accounts gain presence with our audiences online and will be evaluated regularly during the implementation of the strategy.
Content Planning
• The Social Media Moderator* will meet with Communications Division staff
once every 30 days and will meet with the Social Media Approver* every
60 days to plan and review content.
• Content types will include, but are not limited to the following:
• Town News and Updates
Posting Schedule
• Special Projects
• Municipal Infrastructure Projects Platform Frequency
• Planning and Development Projects Facebook 1-2 times daily, and
• Public Meetings and Engagement Opportunities as needed
• Holidays and Days/Weeks of Significance Twitter 2-3 times daily, and
• Partner/Community Events and Initiatives as needed
• Recreation and Tourism LinkedIn As required
YouTube As required2022 Action Plan • Below are the tactics to be executed through 2021 and 2022 to ensure the success of the strategy’s implementation: • Build social media image templates Q1 – Q4 2021 • Draft master list of key dates/celebrations for 2022 content calendar – Q3-Q4 2021 • Plan & execute Facebook launch campaign – Q3-Q4 2021 • Launch the Town’s Corporate Facebook account – Q4 2021 • Prepare master photography shot list & build Town’s image database – Q1-Q4 2022 • Launch community photo submission contest entitled #YourTBM – Q2 2022-Ongoing • Create series of “Communicating with the Town 101” videos – Q1 2022-Ongoing • These tactics focus on building each of our social media platforms’ audience base while creating a foundation and data base of creative content that will be utilized on a year-round basis.
Metrics & Maintaining Progress
• The following chart details how the Communications Division will work on its core responsibilities identified
through the Social Media Strategy to ensure its overall success is maintained and achieved:
Timing Action
Daily • Social Media Moderator to monitor social media accounts for resident inquires/engagement
• Post to social media accounts as necessary
Weekly • Social Media Moderator to plan and schedule content/posts into social media platforms
Monthly • Social Media Moderator to meet with Communications Division to discuss analytics data and upcoming content
calendar to ensure platforms are reaching target audiences effectively
• Social Media Moderator to meet with Human Resources Department to discuss needs for the Town’s LinkedIn
page
Bi-Monthly • Social Media Moderator to meet with Social Media Approver to discuss analytics data and content calendar to
ensure platforms remain consistent with the Town’s Corporate Strategic Plan
Quarterly • Social Media Moderator to meet with Senior Management Team to provide an update on the progress of the
Social Media Strategy
• Communications Division to review website analytics to gain insight into potential content types/information to
assist with social media engagement
Annually • Communications Division to review Social Media Policy
• Communications Division to review use of social media engagement tools
• Communications Division to review results of annual Communications Survey and integrate feedback into social
media content to improve engagement and audience reachQuestion Period
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