Social Media Plan Guide

Figure 1: Social Media Plan Guide Flowchart

This step outlines the key components an agency should consider prior to creating a comprehensive Social Media Plan. The following sections are designed to assist users in securing leadership buy-in, forming a social media planning team to achieve goals, developing informed objectives to better manage SMEM operations, and assessing the current state of social media use. Some or all of these sections apply depending on the state of the user's current program. In this document, the "user" refers to the recipient or reader of this Guide. User responses directly inform completion of the Social Media Plan Template. Users are encouraged to download, complete, and/or modify the Social Media Plan Template in a way that suits their organization's needs.

Gain Leadership Buy-In

The first step to enhancing SMEM operations is communicating to key decision makers about how a Social Media Plan will support the agency's overall mission and strategy. Users that are considering implementing a SMEM program for the first time should refer to the DHS S&T Social Media Business Case Guide for step-by-step guidance on developing a strong Business Case. This Business Case can be shared with the organization's decision makers to support SMEM adoption. Users with existing SMEM programs seeking to build buy-in for a new or updated Social Media Plan should consider the following:

1. In what ways do you need your leadership to support Social Media Plan development and implementation (e.g. time, financial resources, advocacy)?
2. What is your leadership's level of familiarity with social media (e.g., frequent user or novice)?
3. What is your leadership's estimated level of involvement in agency SMEM operations to date (e.g., high or low) and how will this affect their understanding of agency SMEM operational decision making?
4. What risks or fears do your agency's leadership express about using social media?
   
5. How will a new or updated Social Media Plan address those risks or fears?

Buy-In Strategy Examples

SMEM practitioners shared the following strategies to obtain and sustain leadership buy-in:

• Schedule regular presentations with leadership to show how they can help with Social Media Plan development or implementation;
  
• Write quarterly reports on Social Media Plan implementation successes, roadblocks, and mitigation strategies;
  
• Schedule an annual presentation on challenges before, during, and after an incident. As part of the presentation, address how the Social Media Plan helps to overcome them;
  
• Develop social media-specific after-action reports (AARs) or incorporate social media performance issues into AARs to review lessons learned and best practices immediately following incidents and planned events; and
  
• Coordinate with other departments on social media usage (i.e., internal communications, public affairs).

Form a Social Media Planning Team

An effective Social Media Plan accurately reflects the broad range of roles and departments within an organization. While one person can develop and sustain a Social Media Plan, most agencies recommend forming a small social media planning team to support the development and execution of operational and content strategies. The following sections provide users with considerations when forming a social media planning team prior to Social Media Plan development.

Social Media Planning Team Roles

Public safety organizations and practitioners interviewed for this guide recommended including some combination of the following roles when forming a social media planning team based on the organization's needs:

• Incident Command;
• Public Information Officer (PIO);
  
• Public Affairs Manager;
  
• Social Media Specialists;
• Digital Content Specialists;
• Graphic Designers;
  
• Video Production/Operations Specialists;
  
• Alert Originators; and
  
• Departmental Representatives.

Common Social Media Planning Team Structures

When establishing a social media planning team, users may reference the common structures that successful practitioners use - as well as read about the associated advantages and considerations of each - listed in the table below.

Team Type	Definition	Advantages	Considerations
Volunteer	A social media planning team comprised of an informal group of existing organization staff who are also interested in supporting SMEM operations	Team members may be connected in the community through traditional social media methods (community ties or connections) Volunteers who come from different departments may have a better grasp on accessible resources for the team	Abilities among volunteer members may vary greatly. Training is essential to overcome this variance
Centralized	A standalone social media planning team comprised of individuals within the organization who directly interact with agency social media platforms and/or support SMEM operations	Multiple team members across departments in an organization can provide the ability to identify specialties among different platforms The team will understand the core mission of the organization and can work fluidly towards that mission A structured reporting process and accountability process enables the team to communicate with leadership	Silos may occur within an organization where individuals may be acting independently, potentially limiting information sharing
Hub and Spoke	A social media planning team comprised of a single representative from each department or team within the organization	The team is cross-functional and can represent diverse perspectives The structure allows for increased information sharing across departments	The team may require support from multiple decision makers

Define Your Organization's Objectives

When defining short-term and long-term objectives for the Social Media Plan, practitioners recommend ensuring the objectives are measurable to clearly direct social media content development and implementation of a comprehensive social media strategy. Defining long- term SMEM objectives can be challenging, as the social media landscape is constantly shifting. In the most effective Social Media Plans, SMEM objectives are broad enough to remain relevant despite environmental changes that may impact the organization. When crafting Social Media Objectives, consider the following process:

1. Discuss what is working well and what can be improved within the organization's use of social media among leadership and the social media planning team;
   
2. Review all agency communications strategies for guidance pertaining to external messaging;
   
3. Review other relevant departmental goals and objectives to ensure alignment of social media objectives to agency goals;
   
4. Craft objectives with the social media planning team, leveraging the S.M.A.R.T. approach;1
5. Document a strategy for achieving social media objectives and then prioritize tasks; and
6. Regularly measure progress against the objectives outlined in the Social Media Plan.

Determine Audiences and Platforms

When determining target audiences for the Social Media Plan, keep in mind audiences often differ across platforms. Successful Social Media Plans align with community interests on the platforms they find most throughout the full lifecycle of an emergency or event. Targeting entire communities across every social media platform without focus can lead to wasted resources and public confusion. To strategically identify audiences, consider the following:

1. Which populations frequently visit your current social media accounts, website, or other relevant landing pages (e.g. a partnering agency's social media page(s))?
   
2. Which age groups within your community are considered a priority to reach through social media?
   
3. What languages are spoken within your community? Of these, which are a priority to reach through social media?
   
4. Which platforms do the identified populations commonly use?
   
5. What is the platform's unique value in meeting your established objectives? In other words, how will this specific platform deliver on your objectives in ways that another platform may not?
   
6. Do other departments within your agency or neighboring jurisdictions use the identified social media platform(s)? If yes, which of their 'lessons learned' can be applied here?

Descriptions of Common Social Media Platforms

The table below identifies descriptions of common social media platforms. Consider this information when choosing which platforms to engage citizens for emergency management operations.

	Description
Facebook	Facebook is a free social networking website that enables two-way interactions with citizens through text, photo, and video posts. Facebook provides a variety of tools that make public information sharing easier, such as Facebook live and Facebook Business Manager. Facebook is commonly used as a "landing page" for frequently asked questions and other useful information.
Instagram	Instagram is a photo and video sharing service that enables public safety officials to feature visual content and tell compelling, informative stories. The platform is commonly used to improve branding and build trust with citizens.
Snapchat	Snapchat is a mobile app and service for sharing photos, videos, and messages, called "Snaps," with other people. Once you view a message received via Snapchat, it is automatically deleted. Other tools like your "Story" disappear after 24 hours and can be used as an opportunity to share non-critical information before or after an emergency. Snapchat is particularly popular with Generation Z.
Twitter	Twitter is a microblogging social network that enables two-way interactions with citizens through sharing short messages of up to 280 characters called "Tweets". Twitter tools like #hashtags and retweets allow public safety users the opportunity to quickly amplify messages and increase situational awareness before, during, or after an emergency.
NextDoor	NextDoor is a social media platform for neighbors to build stronger communities by building connections, staying informed, and helping each other in their everyday lives. Public safety users can share important safety updates with residents
LinkedIn	LinkedIn is a social networking site designed specifically for the business community. The goal of the site is to allow members to establish and document networks of people they know and trust professionally. Public safety can use tools like LinkedIn groups and extended networks to solve problems and connect with leaders both locally and outside of their community.

Example Social Media Audience Demographics Across Platforms

The table below identifies demographics across social media platforms and the corresponding number of monthly users, respectively. Consider this information when developing a Social Media Plan.

Platform	Number of Monthly Users	Average Age of Users on Platform	Gender
Facebook	2 Billion	Age 18-29: 88% of platform users Age 30-49: 84% of platform users Age 50-64: 72% of platform users Age 65+: 62% of platform users	Female: 52% of platform users Male: 48% of platform users
Instagram	800 Million	Age 18-29: 59% of platform users Age 30-49: 33% of platform users Age 50-64: 13% of platform users Age 65+: 8% of platform users	Female: 58% of platform users Male: 42% of platform users
Snapchat	300 Million	Age 13-17: 23% of platform users Age 18-24: 37% of platform users Age 25-34: 26% of platform users Age 35-64: 12% of platform users Age 55+: 2% of platform users	Female: 70% of platform users Male: 30% of platform users
Twitter	317 Million	Age 18-29: 36% of platform users Age 30-49: 23% of platform users Age 50-64: 21% of platform users Age 65+: 10% of platform users	Female: 47% of platform users Male: 53% of platform users
NextDoor	10-20 Million	N/A	N/A

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Source: Department of Homeland Security, https://www.dhs.gov/sites/default/files/publications/social_media_plan_guide_09_20_2019.pdf
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