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Social media strategy

NSOs are encouraged to build a social media strategy that is tailored to the unique needs of the sport. A social media strategy outlines how your NSO will use social media to assist in achieving the overall goals of the organisation. It should outline details of the:


For using social media.


Being targeted.


To be shared.

Social Media Platforms

Where the NSO will establish a presence.




Used to assist with the implementation of the social media strategy.

Influencers/Circle of Influence

That will assist the NSO in achieving their goals.


Strategy to support organic social media efforts.

Measurement and Reporting

Practices to determine the success of the social media strategy.


Required to implement the social media strategy.

Social media responsibility

NSOs should consider how responsibility for social media will rest within the organisation. Do all social media aspects sit within a single designated role, or spread across various roles?

NSOs should consider how responsibility for the coordination of cross-organisational aspects of social media will be assigned, including:

  1. Promoting the NSO, athletes and coaches as appropriate on social media;
  2. Organisational social media skills development;
  3. Social media strategy development and/or implementation;
  4. Privacy and compliance matters;
  5. Monitoring social media use; and
  6. Actioning harmful or inappropriate social media.

NSOs should consider how responsibility will reside within the organisation for maintaining social media ‘best practice’ for engaging an audience as well as community management on social media, including:

  • Being aware of social media content relevant to the NSO and its stakeholders: what is happening; how the NSO is being mentioned; brand reputation issues; misuse and response required.
  • Recommending to all athletes, coaches, staff and members that they protect their own personal privacy by not including personal information in social media communications (for example but not limited to, email addresses, residential addresses and telephone numbers).
  • What is realistic for the size of your NSO – what might work for a small NSO may not be appropriate for a larger organisation.
  • Responsibility for monitoring social media “out of hours”.
  • Events and opportunities to be in partnerships, share authentic/original content.
  • Development of a yearly social media strategy for the organisation.
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