Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Department of Health digital comms strategy 2011

  • Als Erste(r) kommentieren

  • Gehören Sie zu den Ersten, denen das gefällt!

Department of Health digital comms strategy 2011

  1. 1. Digital communicationStrategy 2011«doing the basics very well««putting most effort into the things that matter most««removing the novelty from doing brilliant digital communication«
  2. 2. PurposeThis document describes the Department of Health approach todigital communication, and our priorities for 2011.2011 will be a year of significant change for the Department.Effective communication, and digital communication in particular, willbe crucial to us as we lead the health and care system through aperiod of transition.We aspire to use digital as the default communication channel forthe Department in 2011, helping us to listen, engage and delivermessages.This strategy is being delivered as a programme of work by thedigital communication team. 2
  3. 3. PurposeThe digital communication team is responsible for the way theDepartment of Health uses the web.That includes how we:‡provide digital communication platforms for the Department‡communicate via official government digital channels‡collaborate, manage communities, and participate onlineWe help the Department deliver policy and communicationsobjectives. We do this by using digital culture, tools and techniquesto help reach, listen to and influence our target audiences.We embrace the massive opportunities we know exist for doingbrilliant digital communication. We provide our own channels, andwe exploit existing platforms to find new and better ways to deliverDH policy objectives. 3
  4. 4. The policy cycleDigital communications tools and techniques should play a role forstaff at every stage of the policy and communications cycle:for listening - to efficiently find out what others are doing andsaying, and quickly test and refine ideas and campaigns.for engaging - to take part in conversations, reach out tocommunities, and collaborate with our partners inside and outsidegovernment to find better solutions to problems.for broadcast - to deliver official information, steering the publicdebate, and influencing the behaviour of our target audiences 4
  5. 5. Digital contextUse of the web has changed massively in the last few years.The cost of publishing to the web is now close to zero, meaning thateveryone has become a potential publisher. And the cost of accessto the web is decreasing every year - people can now access theweb from a variety of cheap everyday devices.Social media - once the preserve of geeks and enthusiasts - is nowmainstream, just as likely to be used by nurses and patients as bystudents and technologists.More people in the UK have access to the web (76% broadbandaccess from home); people are spending more time online eachweek (an average of 30 hours); people are increasingly finding waysto integrate the web into their everyday lives (13.5m use the web ontheir phones); and the web is beginning to penetrate previously hardto reach groups (half of over 55s have broadband at home). 5
  6. 6. DH contextDH is changing.The transition to a new health and care system will present digitalcommunication challenges for the Department, both in:‡the way the Department manages the process of transition duringthe next five years, and‡providing appropriate channels and approaches for the newDepartment of Health, and supporting the migration of onlinecontent and digital engagement activity from the Department to theNHS 6
  7. 7. Government contextThe review of Directgov and the wider digital government estate, theongoing Transformational Government programme, and the freezeon marketing spend will radically change the way Government usesthe web in the next few years.Across government, we will focus our effort on providing digitalservices, information and engagement that meets the needs of theend user. This will mean vastly reducing the number of governmentwebsites, possibly ending up with just one website for government.It will also mean providing more information to supporttransparency, such as data and responses to Freedom ofInformation requests.The role of government digital teams will no longer just be tomanage a corporate website on behalf of their Department. Insteadthey will be challenged to find new and innovative ways to use avariety of digital channels and techniques to deliver Departmentalobjectives. 7
  8. 8. PrinciplesA set of principles guide the work of people working on digital communication for theDepartment:Strategic - we can justify everything we do by how far it delivers the priorities of theDepartment. That means bringing innovation to priority projects, and delivering a templateapproach to others.Transparent - we do attributed, overt comms. And we actively encourage others to reuseour content and data.Mainstream - we enable the department to deliver core business. Digital communicationhas a role in everyone¶s job, rather than a geeky afterthought for the enthusiastic.Audience - everything we do online is delivered with a specific audience in mind, andpromoted to that audience.Distribution - we are the primary source for DH messages. We develop the means andthe method to distribute ideas and information in a way that suits the audience.Partners - we work with partners and use 3rd party tools to deliver our objectives. Weprovide a digital presence not a website, and we aren¶t precious about being a destination.Practitioners - we edit, write, photograph, film and record, and enable colleagues to dothe same.Technology - we reuse existing brilliant tools and methods rather than starting fromscratch.Evidence based - we evaluate what we do as we¶re doing it, and get better at it as aresult. 8
  9. 9. PrioritiesWe have three broad areas of focus:Tools and channels...doing the basics very well...Campaigns and content...putting most effort into the things that matter most...Digital capacity...removing the novelty from doing brilliant digital communication... 9
  10. 10. Tools and channelsEnhance our platformProvide straightforward, devolved, content management, and agiletemplates for our official web presence.Provide an enhanced subscription offer to ensure we extend ourreach beyond people browsing our site.Ensure the website offers more than just an archive of officialinformation.Enrich our official channels with rich and dynamic media fromelsewhere.Ensure smooth user journeys through our web presence, includingcommon design and layout and standards.Provide mobile options for our content 10
  11. 11. Tools and channelsOur offeringDefine our offer to the Department, including a set of corporate and3rd party channels and a methodology for doing digitalcommunications.Provide incoming web presences (such as an agency or ALBs,NDPBs) with: ‡a place on our corporate channels ‡a standard DH branded sub-siteProvide online-only versions of comms and marketing tosupplement or replace offline versions. 11
  12. 12. Tools and channelsPlatform/process managementWe need to ensure that our entire web estate is treated as acommunications tool.Our µtechnology¶ principle means that we should use existing,brilliant and open-source tools instead of implementing large-scaleIT solutions.Save 50 per cent of the money we spend on our websites, and planto make further substantial reductions in our technology spend afterthat.Clarify roles and responsibilities between the people who work ondigital communications within the Department. 12
  13. 13. Tools and channelsStandardsEnsure we¶re delivering against government and industry digitalstandards.Run an accessibility review with real users.ListeningMake full use of regular analytics reports in our editorial process -respond in close-to-real-time to trends.Provide real-time sentiment analysis and other real-time monitoring,including dashboards for our projects and campaigns. 13
  14. 14. Campaigns and contentMethodProvide a methodology that defines how we use the web to listen,engage, and broadcast for: ‡intensive high priority policy areas and campaigns ‡lower priority projectsCampaigns - treat high priority areas for the Department as highpriorities for digital communications, in particular: ‡Transition ‡Public Health ‡Social CareEditorialGenerate creative bespoke web content for our corporate site. Makeuse of our skills as web journalists to promote policy and newscontent.Develop our digital editorial process, plugging into the news andpolicy planning processes. 14
  15. 15. Digital capacityHealth digital estateInfluence the wider conversations about digital information acrossthe public sector health estate.Training ourselvesBecome better able to deliver creative digital content. Develop ourcapability to be the in-house practitioners in: web journalism, videoproduction, including shooting and editing, audio capture andpublishing (including podcasting), photography, communitymanagement, digital outreach and participationInternal campaignRun an internal campaign to distribute the method, and skillsneeded for effective digital communication.Establish ourselves as being responsible for the way that DH usesthe public web (strategy and delivery). 15
  16. 16. Digital capacityCommunitiesEstablish relationships with online health communities in order to:understand and map our audience, and provide extended reach andinsight for our campaigns.ParticipationDevelop a culture of attributed personal-and-official digital content,encouraging online participation in conversations by officials andministers.Digital ministersFind effective ways to work with ministers to use digital tools andtechniques to help them deliver their objectives. 16
  17. 17. Digital capacityConsultancyProvide advice and a network for all digital communicators in DH.Ensure that campaigns run by others on behalf of DH are in linewith our approach to digital communication, and provide a usefullegacy for the department as well as delivering in the moment. 17
  18. 18. 18