GOVERNMENT-CITZEN INTEGRATION on SOCIAL MEDIA
EMIRATES IDENTITY AUTHORITY

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
The Gulf Economy is one of the most oil dependent regions in the world. Whilst oil has helped to transform the Gulf’s infrastructure at a dizzying pace, it has done little to accelerate inclusive access to effective and efficient public services at a time when a growing and increasingly tech-savvy population is expecting ever more from government. To address this challenge, the UAE created the Emirates Identity Authority (Emirates ID) in 2004 with a clear mandate to roll-out a national identity programme which would serve as a cornerstone for delivering secure and integrated public services to all citizens and residents. During recent years, social media technologies have boomed in UAE. The country is currently the world leader for smartphone ownership at 62%. Mobile internet access now outstrips conventional access. And over 40% of the population is on Facebook. Anticipating this trend, back in 2009, Emirates ID started to use social media as a key tool for generating national support for the ID Card which, although offering many benefits, was nevertheless a mandatory government initiative requiring a time consuming, in-person biometric registration process. Unfortunately, initial attempts to use social media did little to engage the public due to the simple (in retrospect now obvious) fact that the Authority failed to harness the full power of social media to create a strong participatory sense of community and common purpose. Representative short comings of Emirates ID’s early social media presence include: NO PERSONALITY Pages were impersonal and did not convey the unique value of the ID programme to the UAE, its economy, and, most importantly, its population. NO HELP ID service customers had no way to easily access help and have their individual questions answered. NO COLLABORATION Pages primarily consisted of static information which placed little or no emphasis on engaging with user suggestions and comments, let alone using them to improve services. More than anything else, Emirates ID’s early social media pages did not give the public any sense of a positive connection to a living organization with a specific mission to help improve public services. Rather than foster a shared sense of participation in implementation of one of the Gulf Region’s most ambitious public sector initiatives, the original social media pages singularly failed to replicate the customer experience found in face-to-face interactions. Worse yet, the pages actually switched citizens off with 95% of comments being neutral or negative. Younger Emiratis - for whom social media is a preferred means of communication- found the Emirates ID presence dull and un-inspiring with only 25% of content in their native Arabic. Meanwhile, migrant workers – who tend to look to social media as a key way to discover and connect with a new country – remained unengaged with 50% of all users complaining that key information was not available. Ultimately, the original social media presence represented a missed opportunity to use innovative new social media tools to engage the public, improve the National ID Programme and boost overall pride in UAE public services.

B. Strategic Approach

 2. What was the solution?
In response to the poor performance of the social media presence, Emirates ID launched a comprehensive review of its social media strategy in 2010. This review took place within the context of an organization-wide 2010-2013 strategy dedicated to re-focusing the work of Emirates ID more firmly on the customer, which resulted in a new 2011 Social Media Strategy targeted at all UAE citizens and residents. The new social media strategy was redesigned to create a totally interactive virtual organization in the social media space focused on achieving 3 key objectives: (1) Excelling in Online Services, (2) Engaging a New Generation, and (3) Fostering a Sense of Belonging. 1. EXCELLING IN ONLINE SERVICES Improvements designed to support and compliment the ID programme and provide customers with a simple, effective way to share their thoughts and get answers to their questions: *SOCIAL MEDIA HELPDESK – A specialist team with dedicated customer service contact points across all channels ensured that all comments on social media now get a dedicated response within 20 minutes. *CONTACT DIRECTOR GENERAL – Tech-savvy young Emiratis can instantly chat with the Director General on Facebook and Twitter, share their ideas for service improvements and receive a personal answer. *PRACTICAL INFORMATION – All social media pages now contain useful, easy-to-access information about Emirates ID and all available services. 2. ENGAGING A NEW GENERATION New features specifically targeted to younger Emiratis built excitement around Emirates ID and ensured the loyalty of this active and influential social media community. *EXCLUSIVE NEWS – Monthly exclusive announcements ensures social media content remains fresh and encourages users to tune-in and contribute their thoughts. *MULTIMEDIA PROMOTION – Full use of YouTube videos and images allows Emirates ID to target young people through a highly attractive multimedia content. *FULL FEDERATION – Synchronized posting across different channels delivers maximum impact to tech-savvy young users as key messages are seen more often in different locations. 3. FOSTERING A SENSE OF BELONGING – Campaigns and tactics dedicated to instilling a sense of pride and excitement in both Emirates ID and the UAE among all citizens and residents alike. *CULTURAL COMPETITIONS – Monthly cultural competitions challenge users to engage with UAE’s rich cultural heritage while attractive prizes deliver large audiences. *INTER-DEPARTMENTAL APPROACH – Coordinated campaigns with other government ministries allow Emirates ID to support government-wide efforts while building an image of a tech-savvy and forward-thinking organisation. * INCREASED ARABIC LANGUAGE CONTENT– A strong emphasis was placed on increasing the level of discourse in Arabic to draw Emirati nationals into the conversation. The outcome of the new social media communications approach is the delivery of a living online organization supporting the full range of Emirates ID activities in a manner that both nurtures and builds a loyal community of social media users, particularly young Emiratis, ready to champion Emirates ID initiatives throughout their peer group and beyond. The most striking evidence of this strong sense of belonging and ‘brand’ loyalty is that the Social Media channels increased the number of customers completing their ID registrations by 29% per month. Beyond registrations, the success of the social media strategy is clear: Over 325 private businesses independently promoted Emirates ID in the last year. Arabic language content across social media channels grew by 15% to 40% of total discussions. The Facebook fan-base grew by a staggering 3,430% in 18 months to over 24,000 while Twitter followers rose by 600%. Emirates ID sent over 94,000 interactive messages in the first 7 months of 2013 and over 23,000 people viewed videos on the YouTube channel. Finally, user satisfaction with social media increased from 58% in 2011 to 95% today.

 3. How did the initiative solve the problem and improve people’s lives?
Among the many innovative technologies deployed by the new site, the following three represent the most relevant and scalable examples: REAL-TIME SOCIAL MEDIA HELPDESK – Emirates ID was among the first public service platforms to pioneer youth-oriented customer contact across all organizational levels including the Director General. The social media system provides a visible, accountable and ultimately responsive presence for Emirates ID and has been particularly effective in engaging younger Emiratis. DIRECT CONTACT WITH SENIOR FIGURES – One of the guiding principles of the social media strategy is that users trust people more than organizations. Emirates ID introduced the personal involvement of senior figures including the Director General and other senior decision makers to directly answer questions via social media. In so doing, Emirates ID was able to establish a stronger online identity of its own and build greater trust with citizens. CULTURAL COMPETITIONS – Emirates ID understood that they need to engage the country’s large youth population if it was to achieve a 100% registration target. Monthly cultural competitions with attractive prizes were therefore used to engage migrant workers and citizens alike and encourage them to champion Emirates ID to their networks.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The Social Media Strategy was implemented according to 6 principal phases: (1) PLANNING – JANUARY-MARCH 2011 Development of the Emirates ID social media strategy started with a consultation of all the key stakeholders both internal and external. The strategy was developed in close conformity with key national priorities including the Federal Government Vision 2021 to ensure development furthered national interests. In addition, the strategy was mapped precisely to the objectives of the Emirates ID 2010-2013 Strategy to maximise the use of social media channels to support the ID registration process. The result of the process was the March 2011 Social Media Strategy. (2) STAKEHOLDER BUY-IN – APRIL-JUNE 2011 The strategy was showcased to all relevant stakeholder communities to elicit further input. In addition to internal government stakeholders (who were asked to suggest improvements that would facilitate close collaboration with their own social media strategies), Emirates ID engaged a broad range of community voices to ensure that the customer was placed at the centre of all design choices. A particular objective during consultation was to elicit the views of young people across UAE as they are a key user demographic for the new channels. (3) AWARENESS AND TACTICAL ENGAGEMENT – JULY-DECEMBER 2011 During this phase, Emirates ID redesigned the social media channels to further the core objective of registering 100% of the UAE population in the ID programme. New communication messages and a far-reaching awareness campaign about the importance of the mandatory ID card enrolment were intensively promoted across the range of channels. The tactical engagement phase acted as a test case for the core social media strategy elements including clear publication of Emirates ID information, close federation of channels, use of uniform messages and emphasis on cultural content and national pride. (4) STRATEGIC ENGAGEMENT AND ADVOCACY – 2012 The next phase of implementation saw the introduction of the full strategy for the creation of a totally interactive virtual organization dedicated to interactive two-way communication. In addition to supporting the registration process, monthly cultural competitions were introduced, a real-time social media helpdesk was established and a concerted effort was made to build a base of loyal supporters or ‘champions’. (5) EVALUATION AND REPORTING – 2012 At the end of year 1, officials compiled and presented a detailed report of their activities. Reports were widely publicized to all stakeholder communities as well as published openly on the Emirates ID website. The process of yearly reporting focussed the implementation team on analysing each aspect of the social media channels and brought together a wealth of both qualitative indicators such as satisfaction levels (27% increase over year 1) and quantitative analytics (24,000 new facebook fans in 7 months). All figures were compared against Key Performance Indicators in the strategy. (6)LESSONS LEARNED – 2013 A comprehensive evaluation was carried out to provide lessons from the 2011 strategy. Dramatic improvements in customer satisfaction with social media have led both to several other government departments conducting bilateral meetings to emulate the Emirates ID approach (62% of the public sector organisations in the UAE still do not use social media). Emirates ID plan an ambitious expansion of its social media strategy within its upcoming 2014-2019 Strategic Plan.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
To ensure the social media strategy reflected the latest and most successful approaches in a fast-changing field, Emirates ID consulted with a broad range of internal and external stakeholder groups: (1) GOVERNMENT – Internal government stakeholders ensured full conformity with existing social media strategies and identified opportunities for collaboration: * Emirates eGovernment Authority * Ministry of Social Affairs and Higher Education * Abu Dhabi Systems and Information Centre * Ministry of the Interior * Emirates Competitiveness Council (2) COMMUNITY – Community groups provided Emirates ID with their needs and opportunities to ensure that social media channels could maximise their appeal to important user groups: * Youth Groups * Local Community Leadership * Expat Organizations * Technical and Developer Communities (3) INDUSTRY EXPERTS – Industry Experts from across the world were consulted to benchmark the social media strategy against the most successful examples from the public and private sectors: * eGovernment and Online Participation Specialists * Social Media Communications Consultants * Technology and Service Development Professionals * Youth Engagement Advisors (4) CUSTOMERS – Social Media Users were extensively consulted through surveys, focus groups and sentiment monitoring to provide real-time feedback on what worked best on the social media channels: * Young Emiratis * New Migrants and Residents * Gulf Cooperation Council Nationals (5) PARTNERS AND SERVICE PROVIDERS –Service Providers were brought in to provide outside expertise and perspective on the planning, design, development and execution: * Social Media Specialists * Technology and Web Design Companies * Communications and Messaging Consultants
 6. How was the strategy implemented and what resources were mobilized?
The development of the Emirates ID social media presence represented a mission critical part of Emirates ID 2010-2013 strategy. The following specific resources were dedicated to the mobilisation of the project: (A) HUMAN RESOURCES • The Department of Government and Community Communication at EIDA is responsible for managing and observing the social networking tools which belong to EIDA. In recognition of the fact that Social Media represents a living organization in the virtual domain, the department is augmented by of 5 full-time communication professionals supported by 15 external specialists. • (B) TECHNICAL EXPERTISE To facilitate the development of the website and communication channels, a range of specialist expertise areas were deployed by Emirates ID: 1. SOCIAL MEDIA COMMUNICATION SPECIALISTS – Social Media Specialists were employed to ensure the redesigned communication strategy reflected the latest trends and thinking among younger demographics and maximised recent functionality across major social media channels. 2. SERVICE ANALYSTS – Service analysts were employed to conduct a rigorous benchmarking process for each aspect of the redesigned social media presence against state-of-the-art examples across the public and private sector. Service Analysts made recommendations on the design and deployment of each service component. 3. COMMUNICATION AND MESSAGING – Communication and Messaging consultants were brought on board to ensure that messages promoted by Emirates ID across the social media channels were appealing to the correct users and clearly conveyed the necessary information. (C) FINANCIAL RESOURCES The redesign of the website was funded with an initial budget of AED 1 Million ($ 275,000) inclusive of personnel costs, technical costs and other expenses. At the completion of the project, the final cost estimate is AED 1.1Million ($300,000) inclusive of enhancements that were developed during implementation. Budget was generated from the Emirates ID internal funds. All funds for the social media redesign were drawn from external revenue streams including fees from ID cards.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
A large number of components contributed to the success of the Emirates ID website. However, the following 4 outputs were especially integral to the success of the initiative: ESTABLISHING TWO WAY DIALOGUE Establishing the Social Media Helpdesk was instrumental in creating a vibrant and engaging social media presence for Emirates ID. The helpdesk has allowed tech-savvy Emiratis to get a personalised answer to their questions within an average 20 minutes and provided a sense of instant gratification through a rapid, personalised response. The popularity of the helpdesk was immediately obvious, with 15,000 tweets and posts sent in the first 18 months and a 10% rise in positive comments about Emirates ID. NEW ENGAGEMENT TECHNIQUES Unique competitions on the social media pages - including a monthly cultural competition and the ‘milestones in the history of the UAE’ series - have succeeded in forging a strong sense of national pride among users, gaining new followers for Emirates ID. Arabic language content grew by 15% to over 40% of all discussions today. The fast-growing number of followers on Facebook, over 24,800 in late 2013 up from 500 in early 2012, further underlines the popularity of these campaigns with users. GROWTH OF ONLINE NETWORKS Emirates ID effectively supported the ID registration process through a concerted social media campaign building on established networks. By strategically targeting 29 key public figures and the UAE’s leading 325 companies, the social media team was able to leverage the extensive networks of these stakeholders to reach over 6 million people directly with key messages about the mandatory enrolment process. The outcome was a 29% rise in monthly registrations delivered by social media channels. VISIBLE LEADERSHIP Engaging senior figures in providing personal answers to the questions of social media users has been highly successful in fostering a strong sense of national belonging and demonstrating Emirates ID’s commitment to customers, convincing all citizens and residents, especially younger users, that the organisation cares about and values their input. The Director General of Emirates ID now has a dedicated community of followers which in itself has created a new stakeholder channel through which Emirates ID can spread key messages to the population.

 8. What were the most successful outputs and why was the initiative effective?
ENGAGEMENT AND PARTICIPATION METRICS Emirates ID implements a robust system of eParticipation indicators linked to a wide range of communication channels. Key 2012/3 results include: * 29% monthly rise in ID applications due to social media contact * 600% increase in Twitter followers and a massive 3,430% increase in Facebook fans. * 15% rise in Arabic language content * 10% Increase in positive comments about Emirates ID * 12% decline in negative comments about Emirates ID * 85% satisfaction with social media channels, up from 58% in 2011 * 326 private companies helped to spread Emirates ID messages * 20 minutes - average response time for social media suggestions * 6.2 million – number of social media users, mainly young people reached with key messages EXCELLENCE AWARDS Emirates ID made it a top priority to showcase its social media approach internationally to ensure that the strategy was competitive with global leaders. In 2013, this strategy resulted in a Gold Award for Social Media Measurement from the International Association for the Measurement and Evaluation of Communication and a Best Criterion for Measuring the Performance of Social Pages Award from the Society of New Communications Research. Emirates ID has been awarded the prestigious ‘Best Social Media Site for Government Communication at the Sharjah Government Communication Awards. The Facebook Page also received the ‘Best Strategic Facebook Page’ aware in 2013 from the Tatweej Academy. COMPLIANCE Emirates ID undertook a full suite of compliance measures to ensure that the social media helpdesk reached the same high standards of compliance for customer service as physical ID services. Emirates ID is certified by the British Standards Institution for the International Customer Service standard (TICSS: 2010). Emirates ID has also successfully obtained International Organization for Standardization (ISO) 9001 Certification for Quality Management System, ISO 20000 certification for ICT quality and ISO 27001 for strict adherence to the global quality management standards. PROJECT MANAGEMENT METHODOLOGY Emirates ID implements a rigorous Project Management Methodology - PROMOTE (Program Management of Technology Endeavours) to ensure that 1) IT Projects are completely aligned with Business Objectives, 2) cost and schedule targets are achieved and 3) performance is effectively managed and monitored. KEY PERFORMANCE INDICATOR (KPI) SYSTEM KPIs are closely monitored and results published on the webportal to show readers at a glance progress toward the KPI implementation. To date, 90% of strategic KPIs and 76% of operational KPIs have met or exceeded targets.

 9. What were the main obstacles encountered and how were they overcome?
1. CREATING PERSONALISED INTERACTION CHALLENGE – Initially under the new strategy users who left comments or suggestions on social media channels were greeted with generic responses that lacked a personal touch and often failed to deliver a sense of gratification and value. SOLUTION – A special team was dedicated to monitor all social media and provide individual personal responses to all contact, rather than stock messages. OUTCOME - A thriving eParticipation presence with personality generated over 5000 comments in the first 7 months. 2. CONTROLLING CONVERSATION CHALLENGE – The first efforts by Emirates ID to contribute to community discussions on social media tried to overly shape what users were talking about. The result led to an initial backlash from contributors who posted 42% negative comments about Emirates ID. SOLUTION – Taking on board social media best practice from across the globe, Emirates ID issued guidance that all communications should be unmediated to allow for the free exchange of ideas. OUTCOME – Happy contributors who provide valuable and constructive feedback to improve Emirates ID services and a 10% rise in positive comments coupled with a 12% fall in negative mentions. 3. FAILURE TO HUMANIZE SOCIAL MEDIA PRESENCE CHALLENGE – Initially, redesigned channels had a ‘corporate’ feel to their branding and communications that deterred younger Emiratis from contributing and really engaging. Interactions were impersonal. SOLUTION – Engagement of younger Emiratis in branding sessions and personal involvement of senior figures such as the director general in direct communication with users helped create a more engaging and approachable online presence OUTCOME – 85% satisfaction with social media channels, up from 58% in 2011

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The benefits of the new social media approach are felt across society. Providing customers with access to a full range of communication options resulted in: IMPROVED CUSTOMER SATISFACTION 85% of customers in 2013 were satisfied with Emirates ID engagement across social media channels and 53% of people rated the online engagement excellent. Growing satisfaction and pride in Emirates ID’s social media presence is further supported by a higher-than-expected growth in positive comments, which grew by 10% in the year to September 2013. In the same time period, negative comments about the organization fell by 12% to provide an aggregate 24% positive shift in sentiment. INCREASED ENGAGEMENT WITH YOUNG PEOPLE Facebook fans of Emirates ID grew by a staggering 3,430% between May 2012 and September 2013. Over the same period, Emirates ID’s Twitter followers grew by 600% to over 28,400, with nearly 20% of all followers regularly retweeting the Authorities content. These figures show an active and sustained engagement of younger Emiratis with Emirates ID and indicate that in a country with one of the fasting growing populations worldwide, Emirates ID has been successful at harnessing the power of social media to effectively engage with a geographically and culturally diverse citizenry. SUPERIOR REPUTATION FOR EMIRATES ID’S SOCIAL MEDIA STRATEGY The excellence of the Emirates ID’s social media strategy was recognized with both the Gold Award for Social Media Measurement by the International Association for the Measurement and Evaluation of Communication and the Best Criterion for Measuring the Performance of Social Pages award from the Society of New Communications Research. The Social Media Strategy also contributed significantly to the enhanced global standing of the UAE’s eGovernment programme. Between 2010 and 2012, the UAE rose from 49th in the UN eGovernment Rankings to 28th. The UAE is considered one of the regional leaders in eParticipation through the pioneering use of two-way communication championed in the social media strategy. MORE EFFECTIVE SUPPORT FOR REGISTRATION PROCESS The Social Media Strategy helped to ensure that Emirates ID reached 6.2 million social media users in the first year of operation. During the first 18 months of the new social media approach, Emirates ID was able to achieve its key operational target of registering the entire UAE population. The social media helpdesk also help to assist in reaching this target by sending in excess of 30,000 tweets over the same period. DEEPER SENSE OF NATIONAL IDENTITY Effective use of social media helped Emirates ID to increase a sense of national identity and connection with the UAE. This result is evidenced by a 15% increase in the number of social media interactions conducted in Arabic between May 2012 and September 2013, and the attraction of over 23,000 unique views to the Emirates ID YouTube channel which aims to inspire national pride. A MODEL FOR ALL OF GOVERNMENT Emirates ID’s social media approach was the first in the Middle East and North Africa to be recognised as excellent by the American Society of New Communication Research. As such, the organisations deployment of a dedicated social media strategy with clearly defined tactics, provides a useful model to help overcome ongoing resistance to social media amongst other government departments in the UAE (only 42% of government departments currently use social media)

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
FINANCIAL SUSTAINABILITY One of the main benefits financially was the ability to effectively target those needing to register without the need for expensive traditional advertisements. It is estimated that over the first year of operation, the improved social media channels saved Emirates ID thousands of AED in advertisement fees alone. ENVIRONMENTAL SUSTAINABILTITY Social media channels allow Emirates ID to instantly put news and information in the hands of citizens and allow them to contact the authority in a completely paperless environment. Coupled with the savings in paper, Emirates ID’s social media presence has also allowed the government to educate the public about the far-reaching green agenda that UAE has implemented to reduce the country’s dependency on the oil industry. By taking its social media strategy government-wide, Emirates ID hopes to contribute further to the environmental sustainability of the UAE. MARKETING & COMMUNICATIONS SUSTAINABILITY One of the 5 key pillars of the 2014-2019 strategy is to ‘Enhance Emirates ID’s brand and customer understanding through communicating with the public and by leveraging strategic partnerships’. Through the provision of an established set of social media channels with a dedicated and brand-loyal following, Emirates ID plans to engage other government departments in joint communication campaigns to maximise reach and ultimately make our social media fanbase a must-reach audience for all UAE government announcements. CULTURAL SUSTAINABILITY The social media approach championed by Emirates ID has engaged more Emiratis than ever before to promote the ID programme. By holding a monthly ‘Cultural Competition’ on the website, Emirates ID ensures that young people are invested in learning more about the UAE and that the website promotes the UAE’s unique culture to all citizens whether they are young and in education, busy professionals or blue collar migrant workers. ORGANIZATIONAL SUSTAINABILITY In 2012, Emirates ID built the first Organizational Learning Centre in the UAE. The centre is dedicated to the organizational learning culture, concept and practices of the UAE, focusing on examples of excellence. Social media provides a quick, low cost and easy to use channel for supporting this Centre within the UAE and around the world. KNOWLEDGE SHARING AND TRANSFERABILITY Emirates ID’s social media team conducts a regular series of bi-lateral talks with members of other government departments to share the insights and experiences of the social media strategy and promote best practice across the UAE government. In addition the ID Team share lessons learned with international governments and organisations. Emirates ID Director General Dr Ali Al-Khouri is a special advisor for a number of international projects including the SecureID Alliance, STORK 2.0 as well as being nominated for inclusion in the World Economic Forums Global Agenda Council.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
The Emirates ID social media strategy offers a number of recommendations for other public authorities seeking to create a fully interactive social media presence: START WITH A PLAN, NOT TACTICS – Always begin with a Social Media Roadmap that clearly identifies your audience, objectives and strategy. Only once you have developed a guiding plan can you create tactics to deliver your vision effectively and metrics to properly monitor progress. Emirates ID learned that if you attempt to reverse this process and begin with tactics, your approach will always lack coherence and your efforts will not build toward a unified goal. COMMIT RESOURCES & TIME – Emirates ID learned that you must prioritise the planning of resources to ensure that your social media presence is not only well-funded and well-staffed but has the additional capacity necessary to adapt to growth and change. Failure to properly resource your social media presence can lead to inactivity on pages, dissatisfied customers and poor reputation. BE TRANSPARENT WITH INTENTIONS & YOUR IDENTITY – It is essential that you should not attempt to disguise your message, intentions or identity. Many social media strategies examined by Emirates ID in the planning phase failed because they attempted to deceive or mislead users through the use of fake accounts to promote their products or not clearly spelling out why they are engaging. Emirates ID attribute much of the success of the social media strategy to complete openness and transparency in all interactions with users. YOU DO NOT CONTROL THE MESSAGE - There is a tendency to want to treat social media participation like advertising where the ability to control messaging is central to the success of the campaign and the image of the product. Emirates ID learned over the course of implementation that once information or media is available on the social web, people will inevitably mash it up, stretch it, pull it and reshape it according to their interests. The only effective way to ensure your information is out there and being promoted by users is not to interfere with their use of it. WELCOME PARTICIPATION, FEEDBACK AND CO-CREATION – Emirates ID placed critical importance on always welcoming the feedback and participation of citizens. Welcoming feedback includes not only capturing and actioning great lessons from customers but also taking the time to make the user feel their input was valued and worthwhile through a personalised message of thanks. PURSUE USER TARGETS RATHER THAN BUSINESS GOALS – Emirates ID learned quickly that setting fixed goals for social media engagement – as one might in a more traditional business project - can be counter-productive as it can give too narrow an evaluation scope for the initiative. Because the social media requires the ability to adapt and change quickly, it is better to measure success in terms of audience numbers, reach and sentiment rather than delivery of set messages.

Contact Information

Institution Name:   EMIRATES IDENTITY AUTHORITY
Institution Type:   Government Agency  
Contact Person:   Abderrahim ElGrandi
Title:   Mr  
Telephone/ Fax:   97156 79020 14
Institution's / Project's Website:  
E-mail:   abderrahim.elgrandi@emiratesid.ae  
Address:   Mazayad Office Towers III
Postal Code:   47999
City:   Abu Dhabi
State/Province:   Abu Dhabi
Country:  

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