Table of Contents 6 2012 OVATION Awards Winning Entries

More documents

Recommendations

Info

produced and printed in‐house at no cost to the client. This resulted in a cost savings of approximately $5,000. Externally sourcing this project would have no doubt exceeded the $25,000 budget for concept and design alone. Other challenges included limited resources to rollout and maintain the Oakville Canopy Club social media sites, monitor emails, media inquiries, promotional item requests, marketing opportunities and speaking engagements. All of the above were managed by one Senior Communications Advisor with the support of an in‐house graphic designer and a web content publisher. To further compound the resourcing issue, the Parks and Open Space department is one of eight departments managed by the Senior Communications Advisor. When we launched the Oakville Canopy Club, Toronto was reporting that it would not be saving its ash trees and that the only option was to cut them down. This caused an uproar in Toronto and conflicted with our message of encouraging treatment. We received emails from Toronto residents interested in our treatment options. After about a month and when Toronto Council relented to the masses, the Toronto Star finally bit and the result was brilliant. Headline “Oakville refuses to cave to emerald menace.” Priceless…and free! Measurement/Evaluation Objective: To seek action by having 200 Oakville residents join Oakville’s Oakville Canopy Club social media campaign by November 2011. Result: As of October 2011, we had 133 Facebook likes and 73 followers on Twitter for a total of 206 residents having joined the Oakville Canopy Club social media campaign. Goal met! Objective: To increase media coverage by 15 per cent in print, broadcast and specialized publications by November 2011. Result: As of October 19, 2011, we have increased our media coverage by 182 per cent, from approximately 11 articles in 2010 to approximately 31 articles/broadcast/blogs, etc in 2011. Goal met! Objective: To increase number of unique visits to Oakville’s EAB web page by 15 per cent through targeted marketing/communications and social media efforts by November 2011. Result: The 2010 EAB page had 1,356 visits and ranked 302 on the list of most visited Town of Oakville pages. As of October 17, the 2011 EAB page had 4,235 visits and ranked 84 on the list of most visited Town of Oakville pages. This is an increase of 212 per cent. Goal met! Objective: To solicit three new or existing partnerships to help promote outreach opportunities by November 2011. Result: Launched Oakville Canopy Club with River Oaks Public School Eco Club; preliminary discussions with Oakville Chamber of Commerce to reach out to businesses in 2012; John McNeill, Manager of Forestry Services spoke at five conferences to share Oakville's successes in managing EAB (International Society of Arboriculture, Prairie Chapter, Winnipeg; Society of Municipal Arborists International UF Conference, Milwaukee; Ontario Ministry of Natural Resources/Canadian Forestry Service EAB Workshop, Burlington; Building Strategic Partnerships to Create Adaptable Urban Forests, Oakville; and Canadian Forest Service Director Tour, Oakville); Mayor Burton appointed to Tree Canada Board of Directors; hosted first‐ever National Tree Day event; and allowed residents to treat town‐owned ash trees that did not meet treatment criteria with Memorandum of Understanding. Goal met!
OVATION Awards Winning Entry Communication Management Electronic, Digital and Interactive Communications AWARD OF MERIT Entrant’s Name: Jeff Rohrer Organization’s Name: TVO Division/Category: Communication Management / Category 12: Electronic, Digital and Interactive Communications Title of Entry: myTVO 2.0: Transforming a static intranet into an engaging tool for two‐way communication Time Period: July 2011 – December 31, 2011 Brief Description: The myTVO 2.0 project transformed a static intranet site into a vibrant hub for communication, engagement and collaboration across the organization. Today’s myTVO allows everyone in the organization the ability to blog about accomplishments and upcoming projects, post status updates, contribute by “liking” content and to be a brand ambassador by having easy access to TVO’s social media channels. Business Need/Opportunity Internal communications is a key priority for TVO. It contributes to making TVO a “Great Place to Work”, one of five Effectiveness Areas by which TVO measures its success. For over five years TVO’s intranet site, myTVO, has been a tool to disseminate information to the organization. The site allowed for oneway communication of organizational updates (e.g. news, new hires, accomplishments, event information). Through TVO’s 2010 Employee Survey (which measures TVO as a “Great Place to Work” by asking staff 100 questions about all aspects of their work life), and subsequent follow‐up sessions with staff, we heard clearly that there was a desire to “improve internal communication” and to use myTVO as a mechanism to “provide feedback”. On this basis, the Executive Management Committee (EMC) decided that it was important to improve the site and to make it a more robust tool for two‐way communication. As Ontario’s public educational media organization, TVO recognizes the power of digital media to empower and educate people. Given that our intranet site is an important reflection of TVO and our corporate culture it was apparent more could be done to make the site a more effective tool for engaging staff, building a stronger sense of pride in the organization and increasing work productivity. Building an intranet site that utilized two‐way communication was a significant step for TVO. It provided a learning curve for the project team that required a significant amount of research in order to move forward. We started by assessing communications best practices for intranet sites in the social media age. Jive, the software platform on which myTVO operates, had just released a software upgrade. The upgrade added a number of new features including the ability to blog, comment on and “like” content, provide status updates, and embed a Facebook and Twitter feed into the site. It was clear that many of the features could create governance challenges (i.e. what would we do if inappropriate content was posted?) that required further research in order to develop appropriate solutions and to build a comfort level with internal stakeholders. We used a research firm to review best practices for intranet governance and terms of use agreements. We produced a stakeholder analysis to assess who was using the site and how. We then met with various departments and working groups to determine their needs and wants for the new site. We developed a situational analysis for every new feature of the site – did the benefits of the features outweigh the possible risks? We decided, with buy‐in from EMC, to move forward with all of the new
Page 2 and 3:
Table of Contents 4. A Message from
Page 4 and 5:
A Message from the IABC/Toronto Pre
Page 6 and 7:
2012 OVATION Awards Gala Sponsors W
Page 8 and 9:
Media Relations with budget up to $
Page 10 and 11:
Entrants: Judy Lewis, Tara McCarthy
Page 12 and 13:
Award of Merit Title of Entry: McDo
Page 14 and 15:
Award of Merit Title of Entry: Rimm
Page 16 and 17:
Award of Merit Title of Entrant: Ci
Page 18 and 19:
Award of Merit Title of Entry: RECO
Page 20 and 21:
Award of Excellence Title of Entry:
Page 22 and 23:
over fifty years of successes as a
Page 24 and 25:
5. Use social media as a conduit fo
Page 26 and 27:
hosting a variety of fundraising ev
Page 28 and 29:
“The world recognizes the Nike lo
Page 30 and 31:
generate widespread awareness of th
Page 32 and 33:
In addition to pre‐campaign consu
Page 34 and 35:
OVATION Awards Winning Entry Commun
Page 36 and 37:
• Volunteer Quiz (What’s your V
Page 38 and 39:
even a one‐day delay in the appro
Page 40 and 41:
Measurement/Evaluation of Outcomes
Page 42 and 43:
Complicating the situation was the
Page 44 and 45:
Develop a comprehensive news packag
Page 46 and 47:
Page 48 and 49:
To resonate with the target audienc
Page 50 and 51:
Page 52 and 53:
Implementation: MSL Canada executed
Page 54 and 55:
generally about current events and
Page 56 and 57:
and consumer attention in an authen
Page 58 and 59:
stations). UPS wanted to reach both
Page 60 and 61:
leading up to UPS’s peak day ‐
Page 62 and 63:
3. Goals and Objectives: The progra
Page 64 and 65:
See: Work Sample 8 ‐ SBUX40 ‐ O
Page 66 and 67:
would influence the target, tone an
Page 68 and 69:
Issued four press releases at key i
Page 70 and 71:
For the media relations component o
Page 72 and 73:
Excited by fashions and news trends
Page 74 and 75:
5. Implementation and Challenges: W
Page 76 and 77:
INTENDED AUDIENCE/STAKEHOLDERS The
Page 78 and 79:
TFC identified key major English pr
Page 80 and 81:
• CEO Road Tour: TFC secured 26 m
Page 82 and 83:
In Quebec, a lack of education exis
Page 84 and 85:
According to a recent survey commis
Page 86 and 87:
• Car owners, homeowners and rent
Page 88 and 89:
know that they were covered by thei
Page 90 and 91:
Page 92 and 93:
Indigo’s public relations team pr
Page 94 and 95:
Page 96 and 97:
durability. Because cork flooring o
Page 98 and 99:
Page 100 and 101:
offers both infinite design possibi
Page 102 and 103:
Page 104 and 105:
In August 2010, Valerie Pringle tra
Page 106 and 107:
Page 108 and 109:
Council Meetings and social media a
Page 110 and 111:
Measurement/Evaluation We relied he
Page 112 and 113:
lieu of a conventional media launch
Page 114 and 115:
secured notable interior design exp
Page 116 and 117:
Challenges Budget The budget presen
Page 118 and 119:
Page 120 and 121:
practicing in Halton, Ontario and a
Page 122 and 123:
4. Use website and social media to
Page 124 and 125: OVATION Awards Winning Entry Commun
Page 126 and 127: The occasion offered attendees the
Page 128 and 129: IMPLEMENTATION AND CHALLENGES The o
Page 132 and 133: too Sexy,” further driving traffi
Page 136 and 137: d) Being She: The Culture of Women
Page 138 and 139: two additional WCH events in the la
Page 140 and 141: esult would be necessary to become
Page 142 and 143: oyalty‐free stock art. The centra
Page 146 and 147: Solutions Overview: In 2005, Meridi
Page 148 and 149: ensure new employees were not inund
Page 150 and 151: very busy jobs that make taking tim
Page 152 and 153: Challenges: The guest presenters ar
Page 156 and 157: Additionally, FH recommended that t
Page 158 and 159: Company/Brand Mention: 100 percent;
Page 160 and 161: Goals/Objectives To bring environme
Page 162 and 163: Implementation and Challenges As a
Page 164 and 165: these issues: phasing out coal, hig
Page 166 and 167: exposure. 7 Data released by the On
Page 168 and 169: 1. Educate adult target audiences i
Page 170 and 171: Budget Resource Quantity/Effort/Cos
Page 172 and 173: Ontario are facing the same crisis
Page 176 and 177: features available and to embrace t
Page 178 and 179: not impact the budget, members of t
Page 182 and 183: o Incorporate a user‐friendly con
Page 186 and 187: Sun Life and High Road partnered to
Page 188 and 189: 3. Deepen engagement with potential
Page 190 and 191: Secondary Audience: MaRS partner an
Page 192 and 193: Objective 5: Quantitative objective
Page 194 and 195: In addition, in 2011, Barrick faced
Page 196 and 197: o Barrick Tanzania/Zambia 6,700 o B
Page 200 and 201: We include special inserts in selec
Page 202 and 203: success stories in Issue 1 alone)
Page 204 and 205: • People‐oriented vs. regulatio
Page 208 and 209: It was determined that given other
Page 210 and 211: udget allocated to YouTube promotio
Page 214 and 215: But most importantly, we surpassed
Page 216 and 217: Specific demographics can be drille
Page 218 and 219: • Oakville hosted first‐ever Na
Page 220 and 221: Through extensive consultation with
Page 222 and 223: RESULTS October 2011 officially mar
Page 224 and 225:
years. He is a former president of
Page 226 and 227:
The Executive Roundtable, a profess
Page 228 and 229:
with Holocaust Education Week. Tova
Page 230 and 231:
uilding and leading global teams ac
Page 232 and 233:
Judy Lewis Co‐Founder and Executi
Page 234 and 235:
and is now a freelance writer and e
Page 236 and 237:
Daniel Tisch, APR President and CEO
Page 238 and 239:
2011/2012 IABC/Toronto Board of Dir
Page 240 and 241:
Steven Mills Senior Relationship Ma
show all

Table of Contents 6 2012 OVATION Awards Winning Entries

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?