FROM # TO IMPACT: What role for social media in public sector organisations?

Arthur Mickoleit (@arturelis) OECD Directorate for Public Governance and Territorial Development

OECD Development Communication Network (DevCom) 18-19 May 2015, Paris

• Purpose • Audience • Corporate «» personal • Traditional »» social

• OECD checklist and framework to guide public

sector institutions

Social media angles

Social media use has to derive from your institution’s purpose

Engaging users and communities since 2010: • Plain and natural language • Earnest, not pretentious • Focused on core mission: inform, prevent, raise

awareness, fight crime

Intermediate results: • 1.5 Million Twitter followers • 256k Facebook fans • 6 Million video views on YouTube

Good practice: Spanish national police

More information: “@policia: las historias de un éxito” by C. Fernández Guerra (2014)

Community engagement supports the core mission

14 Jan 2014: arrest warrant

15 Jan 2014: arrest

Audience 1: Understand who uses social media – and who does not

68% of Britons with high education level use social media,

…but only 31% of those with

no or low education.

Source: OECD calculation based on Eurostat data for 2014.

Audience 2: Know which social media are used

It took the German government four years on Twitter to get 370k followers. Re-tweet and comment rates are still quite low today.

It took only four months on Facebook to get 76k likes. Comments and shares are

frequent.

Audience 3: Note how people (e.g. the young) use social media

…but less than 10% to discuss political or civic issues

84% of young Austrians use social media,

Source: OECD calculation based on Eurostat data for 2013; basis: 16-24 year olds.

Personal accounts are usually more popular than corporate accounts

National government leaders

National government institutions

Sources: OECD data collection & Twiplomacy. Based on a comparison of 2013 data for government leaders and top executive institutions (office of president, office of prime minister, government office).

Leverage both for purpose, not confusion

National government leaders

National government institutions

Sources: OECD data collection & Twiplomacy. Based on a comparison of 2013 data for government leaders and top executive institutions (office of president, office of prime minister, government office).

• BYOD and proliferation of social media means everybody becomes a (perceived) ambassador

• Set rules and expectations – for senior executives, junior employees and new recruits (the latter might have the biggest social media footprint)

Manage personal social media use

From traditional to social – new modes of interacting with communities

Commercial services

Public service

Traditional mode: competition / barrier Social mode: cooperation / collaboration

The case of national employment services. Purpose: servicing job seekers and employers. Challenge: declining relevance in the face of commercial service providers.

• Objectives and expectations

• Governance modes & guidelines

• Legal compliance needs • Skills and resources • Collaboration and

community management • Managing the risks • Monitoring and

measuring impacts

A checklist to guide governments

Monitoring and measuring impacts

Thank you

www.oecd.org/gov/public-innovation/government-and-social-media.htm

arthur.mickoleit@oecd.org

@arturelis