john shewell_reshaping strategy_smcc2011
DESCRIPTION
John Shewell's presentation on Reshaping strategy at Social Media in a Corporate Context, London 2011TRANSCRIPT
Social Media in a Corporate Context
Thursday, 2 June 2011
Is Social Media a Fad?
• http://www.youtube.com/watch?v=lxwpMZg0Yqs
Who are we?
• Local Government organisation• Annual budget of £750m• Employ 8,000 staff• Deliver over 800 services every day• Handle everything from major international
events to making sure children cross the roads safely
• Promote the city as an international visitor destination - over 8m visitors every year = £7-8m to the local economy
• First Green Party led council in the UK
Brighton & Hove
A bit about our place• Population of Brighton & Hove
approx 256,300 • Predicted to increase to
269,000 by 2020, a 5% increase, compared to a national increase of 7.4%
• Unusual age distribution with a bulge of residents aged 20-44 years and relatively high numbers of residents aged 85 years or more.
Culture & Leisure• 8m visitors each year• Tourist £ = £732,328,000• Second highest number of
museum visits outside of London• 60% of residents attended a
local theatre or concert within last 6 months in 2008, almost double England level of 32%
• Hosts around 60 festivals & largest Pride & open arts festivals, the Fringe, in UK
Good News
Satisfaction with services provided by or supported by BHCC
44
73
63
73
82
4846
4456 55
71
60 656464
717472
81 80
2000 2003 2006 2008
Sport/leisure facilities Libraries
Museums/galleries Theater/concert halls
parks & open spaces
But
How satisfied are you with the way the local council runs things?
454549
47 48
65
5552
2000 2003 2006 2008
% s
atis
fied
Brighton & Hove National average
It’s your reputation, stupid!
• Yawning gap between satisfaction with services and overall satisfaction with the council
• Disconnect!
Public perception…
Part 1: Research
Customer Insight & Findings
How our residents feel
The lowdown
Brighton and Hove is online and talking.
Brighton’s online communities are big, active and growing
Conversations reflect the needs of our customers
Online communities have online community leaders
Our customers are there to talk to
Kevin Meredith
Insight…
About connecting and conversing
Recap…
Satisfaction with services provided by or supported by BHCC
44
73
63
73
82
4846
4456 55
71
60 656464
717472
81 80
2000 2003 2006 2008
Sport/leisure facilities Libraries
Museums/galleries Theater/concert halls
parks & open spaces
The problem!
How satisfied are you with the way the local council runs things?
454549
47 48
65
5552
2000 2003 2006 2008
% s
atis
fied
Brighton & Hove National average
The Challenge…
Our ultimate goal
is to close this gap
Closing the Gap
Clear consistent brand& experience
Increased messagepenetration
Shift in audienceperception
Improved reputation
Gre
ate
r Valu
e fo
r Mon
eyRecognition for
service delivery
But how?
• Win hearts & minds– Board Members– Politicians– Senior Officers/Key stakeholders
• Burning Platform– Financial pressures (£50m in savings in 3yrs)– Changing demographics– Environmental concerns eg OPL– Reputation issues
Traditional v Emerging
• Hierarchical & silo • Top-down/command
& control• Financial pressures
“driven to bottom line”• Impacts on citizens –
“get done to”• Ordered
• Flatter & joined up (council & partners)
• Matrix model• Co-production• Citizen/stakeholder
involvement in service design & delivery
• Chaotic
Part 2: “A Council the City Deserves”
• Let go of control• Empower staff• Redesign our entire business model
(TOM)• A new model that can flex to adapt to
changing environment
Networked Council
• Created a new target operating model (‘TOM’)• Focus on becoming a “Sociable Council”• Give the council a “human face”• Shift from “talking at” to “conversing with”• Co-production model in which staff, stakeholders
and citizens involved in design and delivery of services
• Requires deeper and more meaningful relationships if it’s to work successfully
Comms “TOM”
• Shift focus from central “command and control unit” to curators of content
• Devolved communications but within a “brand framework”
• Co-opt staff as “brand advocates”• Comms role is to manage reputation &
drive strategy • Note: not decentralised comms!
In practical terms…
• Hired social media officer – first local authority in UK to do so
• Rolled out social media training• Created media brand hierarchy/ framework• Deployed the tools of SocMed eg “Foursquare
Day” for council services to drive up usage• Using social media to connect with citizens &
develop better relationships
ROI: one service area alone…
• Reduced call volume by 30%• Abandoned calls dropped from 40% to 1%• Email and letter response time dropped
from nine days to two days• Webpage views increased by 50%• Online reporting increased by 50%.
The Numbers Add Up!
Online, £0.17
Face to Face, £7.91
Call Centre, £4.00
£0.00
£1.00
£2.00
£3.00
£4.00
£5.00
£6.00
£7.00
£8.00
£9.00C
ost o
f Tra
nsac
tion
Part 3: Next Steps
• ROI across whole organisation• Continuing roll-out of social media across
council• Set-up “Social Media Innovation Group”• “CityCamp Btn”• OpenData• Semantic Web development• Hyper-local communities• Exploring data-visualisation techniques to tell
stories• Yammer…internal social media platform
Impact
• This work paved the way for a new model of working at the council
• Breaking down silos – joining up work across departments and partner organisations
• Creating a “networked council”: Devolving leadership and responsibility so that even our front-line staff are empowered to take decisions on the spot where customer satisfaction is at its most potent.
A message from our sponsor• “Councils must demonstrate their relevance by adapting
to the changing environment and constantly innovate. We need to adopt a Google-like mentality in which innovation becomes ingrained in our DNA, and achieved through collaboration and co-creation.
• “The question is how do we connect the three interrelated parts of the council, the community and innovation?
• “First, we’ve got to relinquish power and hand control to the community. Second, we’ve got to involve them more in the design and delivery of services. Finally, we’ve got to complete the triangulation of council-citizen-innovation in order to become truly relevant.” John Barradell, CEx of Brighton & Hove City Council
Role of Communications
• Strategists to alchemists• Curators of content = ideas and resources• Connect vision with reality and turn to
delivery• Command attention of the entire Board
and other key stakeholders• CEx most trusted advisor and Lieutenant • Chief Operating Officer (COO) role
“Social Media in a Corporate Context”
• Social media in itself is not a strategy – it is a tactic designed to change behaviour AND improve an organisation’s reputation
• But it is a powerful tactic that needs careful planning based on evidence and aligned to the organisation’s overall business strategy and operating model
• Answer the question: how will it improve my business?
• Then quantify it!
Reputation & Relationships
• Core communications business• Social media plays a key role in this
endeavour• Align with organisation’s business strategy
and model
Shift Happens!
• http://www.youtube.com/watch?v=emx92kBKads&feature=related
Questions?
John Shewell
Head of Communications
Brighton & Hove City Council
T: www.twitter.com/johnshewell
Ph: 01273 291039