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Webbmedia Group and the Chicago Public Library invite you to discuss key performance indicators in person and online. On Twitter, please use the hashtag #KPILibrary. Copyright 2012 by Webbmedia Group Published in the United States of America in 2012 by Webbmedia Group. All rights reserved. We encourage researchers, librarians, city/county government ofcials and others to circulate this document and to use it with colleagues. If you choose to cite from this document, please use the following attribution: Key Performance Indicator Toolkit: New Methods For Measuring a Librarys Community Impact, by Webbmedia Group, Feb. 2012. This report will be updated frequently. For questions, updated information or any other concerns, please contact: Webbmedia Group info@webbmediagroup.com (267) 342-4300
Introduction
Every library is given the arduous task of showing the direct and indirect impacts it has on the community it serves. Libraries must protect Customer privacy, and that restriction prevents some of the usual metrics and tracking workows used by other industries. Most libraries currently use two basic metrics to show community impact, to gauge the success of projects launched and to determine how well internal structures and systems are working: circulation and foot trac. To be sure, a librarys worth extends far beyond the number of books moving to and from each building. Libraries are places of and for learning, whether that takes place in an electronic book, on the Internet, via text messaging or even at a face-to-face meeting with a clerk. They are also hubs for experimentation of thought and entrepreneurship, places of refuge for the very poorest community members, and help for city departments, desperately in need of research assistance. Libraries are much more than brick-and-mortar structures housing collections. They are a vital and important anchor of any community. The goal of this Key Performance Indicator (KPI) Report and InfoStat Scorecard is to provide the all libraries with a concrete set of metrics that can be used to measure success in a digital age. This document also contains: An overview of what metrics libraries should track in the digital age Methods for tracking these metrics Suggestions for sharing and measuring library content that is shared Recommendations for measuring the impact of a librarys core digital services An InfoStat Scorecard with items to measure, input measures, output measures, strategic outcomes and preliminary benchmarks. Using this document, any library should be able to measure its KPIs and impact within its current stang structure. No additional sta members need to be hired.
Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
C. Technology Support
Number and type of face-toface Customer interactions having solely to do with technology support. Track and assess the knowledge, progress and newly-acquired skills of Customers using this program.
Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
input or dropdown menu) I didnt have enough time on the computer. I didnt know how to use the (dropdown input) computer software website Other (text box input) Was your work on this computer today for [dropdown - multiple choices are acceptable] Choices: email, research, work, school, recreation/entertainment, socializing, or other (text box input) Was your work for entertainment, academic or professional reasons? (mark all that apply) How would you rate your experience at the library today? (10 Great -1 Poor) Comments (text box input) What is the most valuable digital service provided by the library: Ability to place books on hold through the library website. Library updates via social media channels. Online resources (online research and reference materials, e.g., OED, Chiltons, Medline, etc.). Oce software - word processing, spreadsheets, presentation. Internet access. Digital books and e-book access. Printing WiFi What is one thing that you wish the library would do more of using digital technology? (Optional comment section - text box input)
Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
B. Metric: Direct Customer Support Description: All library sta who interact with Customers (Customers, city departments) should keep a log of their Customer activity. This will show the direct value a library is providing Customers, to other city departments, to schools and to others in the community. It should be able to demonstrate the volume of work being done over the phone, via digital outlets (email, text messaging, social media) and in person. Methods of Measurement: Sta would be required to either log time directly into a database or would keep a log sheet with them to enter at the end of their work day. Google Forms can be used to track this either over a threemonth period or indenitely. Information would be brought into a spreadsheet to which only administrators have access. Strategic Objective: 1. Use the data collected to understand what requests are being made of reference librarians and other sta, and develop strategies that meet their needs and support sta in delivering high quality services. 2. Quantify the number of FTEs that are required to fulll the librarys mission to the city/county and to the community. Tracking this data should show, empirically, that more cannot be done with less. Stasis also cannot be done with less. A corollary is making sure sta are spending their time doing high-value work. (e.g., if you discover the librarians near the entrances are spending most of their time directing Customers to where things are, think about less expensive ways to accomplish that so they can be free to help Customers with getting to the info resources they need or some other higher value work.) 3. Quantify the types of Customer interactions at the library, in order to reveal what services and information Customers are seeking (without sacricing their privacy). 4. Quantify what sta are doing, and how the library can better support or direct sta. 5. Quantify under-utilized sta members and oer insights into how to make their contributions more meaningful.
Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Suggested Log Fields: Sta Type or Sta ID Location (dropdown choice - names of all branches) Time (automatically lls) Date (automatically lls) Activity (dropdown choice to ensure data can be tracked and parsed. All sta have access to same activity choices) Customer Type (dropdown - Customer, city sta member, etc) Optional: Sta enters outcome. I did ______.
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Metric
What to Measure
Methodology
Overdrive data
Online Research
Number of times databases are accessed (inside a library or remotely) Time spent on databases Turnover
Digital Collections
Total visits Unique visits Pageviews Bounce rate Turnover (total collection number/ total views) Time spent with digital collections Total visits Unique visits Pageviews Bounce rate Content reports: trending content, entrance paths, exit paths Time spent on site Inbound links Inbound links from search Other traditional web metrics
Website Usage
Website analytics
Category distribution What users are searching for Number of visits to catalogue Number of holds placed online
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
3. Is the Library enabling technology access to Customers who otherwise cannot aord it?
G. Metric: Computer Productivity and Usage
Description: Measure the amount of time each Customer is using each piece of software on every machine. This will help a library to show its impact in the community. Methods of Measurement: IT director should run daily, weekly and monthly logs to see what digital services library Customers have used, the amount of time spent on each and perhaps even their activity paths. Strategic Objective: To understand the extent to which Customers rely on the library to close the digital divide. To understand what products and services are used most by the community in order to serve them better.
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Suggested Metrics
Inputs (system-wide and by individual library location) Number of computer terminals available per capita Computer usage rates (i.e. hours of computer time demanded / Computer wait times Access to computer services per capita Outputs. Example: Session #24492 (Customer data is disaggregated from
behavior observed) Word 10.2 minutes Excel .3 minutes Internet Explorer 35.6 minutes http://google.com 3 visits, 10.2 minutes http://jobs.com 1 visit, 35.9 minutes
Additional Metrics
Total number of pages printed WiFi Use. We suggest adding a quick survey to the librarys clickthru user
agreement to nd out why Customers are using the library's WiFi, and perhaps to nd out what they would do to get Internet access if the library did not oer WiFi. total number of unique users by location average bandwidth utilization
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Strategic Objective: To understand the extent to which Customers rely on the library website to close the digital divide. To show qualitatively how the library impacts its community. Potential strategies to improve performance: Creating spaces (virtual and physical) for people to create and remix information. Share these stories with City Hall and the public to gain additional resources and/or support for increased investments in library services.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Initial Benchmark
All sta meet initial goals for rst year.
Assessment
Evaluate every six months
Have a tracking system in place and all library Customers inputting information within one year. All sta use logging system within six months. All sta use logging system within six months. Have a tracking system in place and all current program participants assessed within one year See Addendum B. See Social Media Toolkit for a detailed description. Evaluations immediately after rst events are streamed; use participation as a baseline for future events. All activity monitored within six months. 10 stories per month
Evaluate weekly
Direct Customer Support Direct Customer Technology Support Digital Literacy / In-House Digital Assistance Program
Accessing E-Content Engaging With SociallyShared Content Participation in Digital Events (Livechats, Livestreamed video, etc.)
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
InfoStat Dashboard
We recommend using Google Forms with the following information for the librarys InfoStat. Each unit head should complete each eld, and commissioners should review in advance of the InfoStat meeting.
InfoStat Field
Responsible library Sta Member Category Metric Value Unit Description of Metric Change from last month Analysis
Example
Social Media Manager Audience Engagement 200 Retweets The number of times a Customer retweeted a library-generated tweet +25 This month we released a reading list related to holiday recipes, which proved to be extremely popular. We will include a holiday recipe list as part of our editorial calendar for each major holiday.
Strategies
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Customers: Accessing information and services, visiting branches, attending events, strengthening community.
Input Measures Items to measure: Number of items in physical collection Periodicals per 1000 residences (HAPLR) Volumes per capita (HAPLR) Output Measure Items to measure: circ per visit (HAPLR), circ per capita (LJ, HAPLR) circ per hour (HAPLR), Collection turnover rate (circulation/total holdings) (HAPLR) Items to measure: Visits per capita (LJ, HAPLR), Visits per hour (HAPLR) Items to measure: Number of reference transactions (per capita, per librarian, etc) Reference per capita (HAPLR) Strategic Objective
Increase access to physical resources and ensure the collection is meeting patrons needs
Increase visits to physical libraries and identify busy days/times for stang
Increase usage of librarians as reference points. Relative importance of reference and stang
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Sta: Learning, Growth and Innovation Internal Business Processes: the Library is a well-oiled machine, providing eective public service
Input Measures Output Measure Items to measure: Items to measure: Number of clerks staed in libraries per capita circ/sta Average wait time to complete a task (checkout book, return book, pay ne, etc) Items to measure: Percentage of late fees collected Items to measure: Items to measure: Number of blocked cards Percentage patrons with blocked cards Percentage of youth cards blocked Items to measure: Increase access to the collection and services Improve eciency of transactions; decrease time it takes to process Customer needs Strategic Objective
Items to measure:
Average time needed to Number of sta assigned shelve materials shelve materials per Average time to attach a circulation hold Items to measure: Number of crates delivered per day Number of crates delivered by library location Number of sta hours assigned to redistributing materials Items to measure: Crates delivered/sta Time to deliver materials to other branches
Decrease time it takes to shelve materials and holds. Reduce patron wait time to receive holds.
Decrease time it takes to deliver materials to other branches. Improve eciency of materials movement
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Input Measures Items to measure: Number of digital training programs available to sta
Output Measure Items to measure: Number and percentage of sta participating Number of new qualications earned (see digital professional development plan) Number of classes administered/ taken (see digital professional development plan) Number of library sta reaching Sensei level (see digital professional development plan)
Strategic Objective Increase number of librarians who have strong digital literacy. Encourage participation.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Items to measure: Percentage of Amount of revenue raised unrestricted revenue from Library Foundation from Foundation Items to measure: Percentage of budget Amount of revenue raised revenue from city from the city Items to measure: Amount of revenue received from the state Percentage of budget revenue from state
Increase library revenue over time Increase library revenue over time
Items to measure: Percentage of budget Amount of revenue raised revenue from federal and from the federal grant sources government and grants Items to measure: Number of FTEs Salary and benet expenses FTE/capital Percentage of professional sta Management/sta ratio Percentage of budget for salaries Percentage of budget for benets NA
Items to measure: Percentage of sta who are part time Items to measure: Cost per Customer served
TBD
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Output Measure Items to measure: ROI (market value of services/total expenditures) or time cost (users time spent at library * average user salary) NA
Items to measure: Expenditures per capita (HAPLR) Items to measure: Percent budget to materials (HAPLR) Items to measure: Materials expenditure per capita (HAPLR) Items to measure: FTE sta per 1000 population (HAPLR) Items to measure: Cost per circulation (HAPLR) Items to measure: Circulation per FTE sta hour (HAPLR)
Provide a benchmark to compare performance to other libraries Provide a benchmark to compare performance to other libraries Provide a benchmark to compare performance to other libraries Provide a benchmark to compare performance to other libraries Increase eciency/ decrease cost per circulation Decrease circulation per FTE sta hour
NA
NA
NA
NA
NA
A note about impact measures Most of the measures above are focused on inputs and outputs, rather than outcomes and impact: Input = measurable item that an organization contributes (work, information, funding, materials, etc) Activities = actions taken using the inputs Output = the results of the inputs and activities Impact/Outcome = the eect that the outputs have on people, things, or the bottom line
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Metrics To Track
# of RSS subscribers # of daily readers # of return readers # of comments # of referring websites/ blogs # of members signing in frequency of members signing in
Assessment
What is your most-viewed content? Why? How can that content be optimized? What kind of content are the most sticky, producing forwards and mentions? Why? Is all of your content showing up in search results? Who is linking to your content? Are you seeing additional media coverage because of your content? What keywords are being associated with your content? Are those keywords accurate? What time of day is your trac highest? Lowest? Why? Can you benet from this knowledge?
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
To be sure, it is relatively easy to measure inputs, activities, and outputs. Understanding these measures give you an indication of the potential impact your eorts can have. But ultimately, judging the quality or impact of what you create is very dicult to do and is not an activity to be taken lightly:
It is very dicult to plan for specic outcomes without having some
measure of control over the patrons experience. Example: a library cannot compel patrons to use the computers to update their resumes if what they want to do is read comics in the stacks Everyone comes to the library from a dierent baseline, with dierent expectations and goals Impact might not be observed until many years after the experience It is very dicult to trace the impact that one input has on a persons behavior. For example, it will be dicult to trace the impact that literacy programs at the library have on a students academic success compared to their work during regular school hours Privacy issues complicate the collection of data in libraries Impact assessments require long-term data sets, which are hard to collect in a library setting Testing outcomes and impact are very expensive However, if a library is able to receive funding to look at the impact of its work in the community, we advise thinking about the librarys larger mission and try to measure impact. Our recommendations include: 1. Literacy a. Early childhood b. Teen c. Adult d. Digital 2. Academic Accomplishment a. Professional Accomplishment b. Cultural Inclusion c. Outreach to un/underserved communities 3. Economic Growth a. Jobs created using resources from the library b. Jobs provided by the library and library services c. Business idea incubator 4. Civic Involvement a. Community Organizing 5. Closing the Digital Divide a. Providing access to technology for un/underserved groups
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
TOOLKITS
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Data to Track During events, there are a number of dierent kinds of data that can be collected by the library. Weve divided data into ve key areas: Data to show the number and kind of people directly impacted Data to show the return on investment for event programming Data to show immediate outcomes Data to show the number and kind of people indirectly impacted Data to show mid and long-term outcomes How to Track the Data In order to collect this data, a number of questions must be asked directly to event participants. In other cases, sta hours, prot/ loss, facility/ equipment impact and the like can be used as data. Data can be collected by counting or direct measurable survey responses (quantitative) and also by direct observation, interviews or other methods (qualitative). The way that you collect data should related to how you will analyze and use it, as well as what methods of collection are reasonable and practical for your event. A solid plan should be developed well in advance of the event, and methods of tracking and measurement should be developed and tested before the event begins. All data should be collected by library sta during, and not after the event. Sta can circulate during events with an iPad to collect data from event participants. Using Google Forms and Spreadsheets or another program, sta can ask a series of very short questions and enter answers onto iPads, similar to how Apple retail employees circulate among visitors to gather demographic and other information. The goal is to learn more about event participants.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Questions asked by sta should include: Are you a library member? Yes No Not eligible How often do you come to the library? Daily Weekly Monthly A few times a year First time Why did you come to this event? [Answer choices specically related to event. To hear about... To play with... For a school project... etc.]
Observations made by sta should include: Demographic information Male/ Female Child/ Young Adult/ Adult/ Senior Race: Caucasian, Asian, Hispanic, Black or African American, Alaska Native or American Indian, Native Hawaiian or Other Pacic Islander, Other/ Unsure.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
A library should aim to engage a minimum number of participants at each event in this data collection. The benchmark for each event should be set independently based on size, sta/ volunteer availability and event length. In addition to direct observation of attendees, other data should be collected in the ve key areas noted above. While this is not meant to be a comprehensive list, some examples of what to track include: Data to show the number and kind of people directly impacted: Count total number of attendees. Sta or volunteers can stand at doors with mechanical counters, or specially-outtted mats that can track foot trac can be used. Collect this data from each entrance to learn your total count. Count the number of attendees participating in specic activities at the event. Log the number of visitors to booths, the number of activities completed, the number of books distributed. Example: At a large event where passes, name badges or passports are being distributed, include a QR or other barcode that can be scanned at each activity. When attendees check in, their badge is scanned. When an activity is completed, they receive a stamp or sticker that also contains a barcode that is scanned. This data will show the number of activities being attempted and completed and can inform the library of which activities are most meaningful, which are too challenging (or not interesting enough to participants) and the like. Count the average time attendees stay at the event. Log when attendees enter the facility and begin tracking the time that they leave using a log sheet, a Google Form or other tracking system. This will help a library to understand the interest level of attendees, the program/ event eectiveness and how to improve the program for the future.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Data to show the return on investment for event programming: Create a budget for each event listing direct and indirect costs. These might include catering, beverages, sta planning time, sta hours during the event, post-event sta hours, t-shirts, etc. Track income and expenditures. Develop a benchmark and set of goals for the events budget. Do analysis to see who benetted from the event. Include tangible and intangible incomes/ benets as well as direct and indirect incomes/ benets. Data to show immediate outcomes: Sta can circulate using iPads to ask and observe demographic information at the beginning of the event. Towards the middle/ end of the event, the same sta can oer a feedback form to attendees that asks a few simple questions. We recommend using rating scales rather than asking only for comments. For example, Google Forms could be used to ask: Rate todays event from 10 (great!) to 1 (poor). Rate todays content/ speaker/ panel/ activity/ etc. from 10 to 1. Rate the food/ drink/ band/ etc. from 10 to 1. How did you get here? (walk, my own car, taxi, metro, bicycle, other) Do you have a library card? (yes/ no) Would you be interested in learning more about the library and receiving our newsletter? (If yes, type in email address) Dene a set of benchmarks to achieve at each event and track a librarys progress during the event itself. These benchmarks will vary depending on the event. Examples: Distribute 5,000 books Read to 100 children Assist 100 job seekers
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Data to show the number and kind of people indirectly impacted: Develop a list of all non-attendees who were involved in the event. Examples might include: 4 Foundation members, 36 public school teachers, 29 area nursery/ pre-school teachers, etc. Also develop a list of everyone who benetted. Examples might include: any police ocers who were paid overtime for their work, metro (5,000 people arrived at the library using public transportation), teachers who were able to count the program as classwork, etc. Data to show mid and long-term outcomes: Using the benchmarks you created, see what can be tracked throughout the year. For example, if a library is giving out 5,000 books to area youth, what methods can be used to track whether or not the recipient has read the book? Ideas for tracking might include: Hosting an essay contest about the book to recipients and oering a prize; issuing a certicate to parents to ll out once their child/ren has completed the book and redeeming it for a prize; asking recipients to read the book aloud on video and upload the video to Tumblr/ YouTube to redeem a prize.
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Analyzing Event Data Once a library has collected event data, it must examine it to learn patterns, trends, achievements, missed targets and the like. Quantitative data can be analyzed to learn: Whether a librarys benchmarks have been met. Trends and patterns in attendees. Frequency of attendance/ attendee behavior. Survey results. ROI per event. Qualitative data can be analyzed to learn: Attendee needs, desires, expectations. Satisfaction rate and general mood at/ after events. What tactics and procedures are working at the library and which ones arent. Patterns among library members and visitors. Interpreting the Results Once a library has gathered and analyzed event data, it can interpret results to learn whether or not benchmarks and goals were met, what worked, what didnt work, and what can be done for the future. We recommend holding a short event postmortem to discuss results. This meeting should occur as close to the event as possible, when memories are still fresh.
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TOOLKITS
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Introduction
With the advent of Facebook, Twitter, blogging, mobile cameras and easy access to broadband, the way that communities share information has dramatically changed. Libraries can and should harness current and future social networks to help promote events on-site, to increase awareness of library activities, to provide patron services, and to drive community engagement. This section is an excerpt from our Social Media Toolkit For Libraries. It has been designed to help a library understand the landscape of social media as it relates to a librarys specic concerns and Customers. It also contains recommendations and instructions on: designing an overall social media strategy launching campaigns creating content measuring impact in the community measuring sta ROI a practical social media workow a system for reporting and measuring campaigns a social media policy In addition, this toolkit oers a comprehensive social media glossary and a list of recommended tools for illustration and further insight. The goal of this toolkit is to help libraries harness social media while working within current stang structure. No additional sta members need to be hired, however we do recommend adding some social media tasks to some existing workloads.
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NAME OF ACCOUNT
PURPOSE
AUDIENCE
FREQUENCY OF POSTS
MyCityLibrary
MyCityLibrary
Tumblr
Daily
MyCityLibraryProject
Tumblr
MyCityLibrary
YouTube Channel
Local citizens, event attendees/ hosts, library supporters, sta, people interested in the speaker/ performer
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NAME OF ACCOUNT
PURPOSE
AUDIENCE
FREQUENCY OF POSTS
During events.
MyCityLibrary
Local citizens, event attendees/ hosts, library supporters, sta, people interested in the speaker/ performer
MyCityLibrary
CoverItLive
Liveblog and host live chats during events or for special occasions.
Local citizens, event attendees/ hosts, library supporters, sta, people interested in the speaker/ performer
During events.
MyCityLibrary
Quora
Participate in the greater discussion about libraries; answer questions about your local area; be seen as a forwardthinking expert on libraries.
Weekly
MyCityLibrary
Foursquare
Create a digital place for the library on a mobile social network; oer tips and ideas about your area and the library itself.
Once the network and tips have been set up, there would be no need to post on a regular basis.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
NAME OF ACCOUNT
MyCityLibrary
PURPOSE
AUDIENCE
FREQUENCY OF POSTS
Anytime there is a new press release, brochure or report.
To share brochures, press releases, announcements, reports and other text-based content across networks. To share brochures, presentations, press releases, announcements, reports and other text-based content across networks.
MyCityLibrary
SlideShare
Notes On Branch-Maintained Accounts: After careful consideration, we recommend against most libraries authorizing branch-specic social media accounts. Segmenting library messaging could lead to a dilution of the brand and confusion among social media users. Instead, branches should coordinate with the main library social media team to publicize readings, events, activities, closures and other issues related to each location. To be sure, every library system is dierent. There may be some cases where a branchmaintained account would make better sense.
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While this process may seem tedious at rst, mapping out a librarys social communications once a month will streamline the posting process and will help to ensure that enough content is being distributed to keep each network active. Please note that a library should still plan to read content in each network every day, and to supplement the plan with responses, retweets and reposts, breakingnews content and other current information. Workow Monthly: We recommend scheduling all of the messages in your quarterly communications plan in advance using HootSuite. Messages to Twitter, Facebook and Foursquare can be scheduled using its bulk upload tool........... Daily: We recommend using either TweetDeck or HootSuite to monitor and read your networks. To maximize productivity: Set your accounts to send a group email if anyone tweets you a concern or question. As soon as you receive a message, respond via Twitter. Make sure other team members know. Check your other Twitter accounts and your Facebook account three times a day: In the morning, during lunch, and before you leave for the evening. We recommend also checking the accounts after business hours, however this would not be necessary until your library has more dedicated social media sta. HootSuite will allow up to ve people to tweet from Twitter and Facebook accounts. It can be congured so that initials of the sta member are shown at the end of the tweet or Facebook post. Aim to write one Tumblr post a day and one blog post a day. Content should not be redundant............
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Social Networks
Twitter: http://www.twitter.com Twitter is one of the most important real-time information networks in use today. @MyCityLibrary @MyLibraryCares - Suggested new account, to be used for Customer service only. We recommend that libraries create an email account just for this Twitter feed. It should be checked by a team of sta members throughout the day, every day. @MyLibraryReference - Suggested new account, to be used for reference questions only. We recommend that one librarian be assigned to monitor this account during regular business hours (or a team of people can monitor it). Questions should be answered as quickly as possible. Facebook: http://www.facebook.com Facebook is used my hundreds of millions of people worldwide. Its a great place to build a support base and to encourage library support. We recommend using only one main Facebook account for most libraries. Information from branches should be fed through this account. We also recommend that libraries create an email account just for its Facebook account. It should be checked by a team of sta members throughout the day, every day. Foursquare: http://www.foursquare.com Foursquare is a mobile social network that uses location. Members of this network check in to a location, letting others know their whereabouts. Virtual messages, tips, photos, URLs and more can be attached to a physical location for others to see. Foursquare also includes a gaming element. When challenges are met, members receive colorful merit badges that display on their prole. Points are also awarded to encourage participation. We recommend that libraries use an ocial Foursquare account to leave tips and messages about the library, famous writers, local historical facts and other information about the local area/ literacy via Foursquare. This will increase brand awareness and will encourage social participation.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Utilities
Bitly: http://bitly.com Bitly is a URL shortener used to keep the number of characters low in Twitter and Facebook posts. It also allows you to track metrics on each link shared. See the number of people who have clicked on a link you post, as well as whether they have shared the link with others, when they clicked on the link and more. Bitly should be used for every link posted on any account. Shorten it with bitly rst, then post to networks and via multimedia press releases. TweetDeck: http://www.tweetdeck.com Tweetdeck is an application that you download to your desktop. It allows you to use multiple accounts (Twitter, Facebook, LinkedIn) on a single dashboard. You can also create lists, track hashtags and keywords and the like. Hootsuite: http://www.hootsuite.com Hootsuite is a web-based application that allows you to use multiple accounts on a single dashboard. Hootsuite also allows multiple users to access a single account. For this reason, Hootsuite may be a better option for some libraries. In addition, you can bulk upload multiple updates. Klout: http://www.klout.com Klout is a social ranking service that recently changed its formula. While Klout is by no means accurate or scientic, it is helpful for identifying possible inuencers. Klout also oers a Firefox plugin that will allow you to easily see others scores while you are logged into Twitter. Download the plugin here: https://addons.mozilla.org/en-US/refox/addon/klout/. @Unfollowr: http://unfollower.name/ This service will notify you of everyone whos unfollowed you on twitter. Muuter: http://muuter.com/ This service allows you to temporarily mute another account. It is particularly useful for people tweeting from conferences or live events and a good way to keep your feed clean.
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Video
Youtube: http://www.youtube.com YouTube is a video sharing service that is now owned by Google. We recommend that libraries creates an ocial YouTube channel, and that it uploads video from all live events to the page. In turn, these videos can be posted on the your website. YouTube Insights: http://www.youtube.com/t/advertising_insight This service lets you see detailed statistics about your YouTube video audience. Vimeo: http://www.vimeo.com As an alternative, libraries may consider Vimeo to share videos. Vimeo is a service for artists, educators and nonprots. A special Vimeo page can be established (much like a YouTube channel) and videos can be embedded on your website. Livestream: http://www.livestream.com Livestream oers numerous live streaming options. Libraries can livestream events using video, and it can also work with Twitter to stream video chats. Livestream oers mobile and website options and a large suite of production tools. For nonprot availability, see: http://www.livestream.com/platform/ streamingvideosolutions/organizations.
Photo
Flickr: http://www.ickr.com Flickr is a photo sharing social network now owned by Yahoo. We recommend that libraries have an ocial Flickr page, where photos from events can be posted and shared.
Presentations, Reports
SlideShare: http://www.SlideShare.com and Scribd: http://www.scribd.com Both SlideShare and Scribd can be used to share presentations, reports, yers, brochures, posters and the like, though SlideShare is traditionally used to share presentations. Content can be uploaded to the system for others to see, and each service can be used to help libraries embed that content on its websites.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Blog
We recommend that libraries maintain either blogs or Tumblrs embedded on to their sites (see below). Any blog content must be immediately discoverable from the home page, and it must be updated regularly with events news, press releases, evergreen content and more. Tumblr: http://www.tumblr.com Tumblr is a short-form blogging system thats easy to use and wildly popular. Tumblelogs can be embedded on library websites. Tumblr posts could replace the current library blogs.
Metrics
Tweetreach: http://tweetreach.com/ Tweetreach is a tool that allows you to see how many people clicked on and were exposed to a URL, name, phrase or hashtag that you posted. You can export the results of your searches into reports. Google Analytics: http://www.google.com/analytics/ This should be used on a librarys website and checked throughout the day by the public relations sta. Learn about who is linking to your site, whos visiting the site, and do analysis to help you drive more trac to library site content. There are a number of other social media metrics tools to help you discover trending topics, inuencers and the like. Popular options include http:// www.socialow.com and http://crowdbooster.com.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Category
Critical information
Explanation
Changes to library hours Event cancellations Emergencies Reminders about civic events Holiday and festival information Courtesy announcements about voting, etc. Cross-promotional local announcements Special community events
Community information
Event promotion
Main library events Regional library events Branch library events Coverage before the event (backstage photos, retweets) Live tweeting and coverage during the event (photos, coverage, retweets) Coverage after the event (photos, wrap-up announcements, retweets) Information on new books and collections Curated acquisitions E-books and other electronic acquisitions Blog posts (include URL) New databases (explain how to access) New information posted (include URL)..........................................................................................
Event coverage
New acquisitions
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Key Dates
Time Day Date Time Day Date Time Day Date Time Day Date Time Day Date Time Day Date
Action
What is the action you need to take? Eg. Tweet/email/ blog post Tweet Book Project announcement Post photos of Book Project to Facebook Post Book Project author interview to YouTube Tweet YouTube interview Email newsletter with multimedia press release
Content
Draft the content you need to create
Owner
Who is responsible?
Join us for a Book Project reading on Tuesday at the main library. Book Project winning poster design
Ruth
David
Sherry
Take a look at Book Project Author reading from our ocial book... Email
Ruth
Ruth
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Metrics To Track
# of retweets # of @replies # of attempted direct messages # of name mentions (someone using your handle or name in a tweet without referencing your Twitter username) # of new followers # of active followers # of unfollowers # of people using a hashtag that youve started
Assessment
What categories of posts are the most popular? What kinds of content are the most popular? What time of day produces the most clickthrus and responses? Who is mentioning and retweeting you? Are they library inuencers? After what kind of post do you see an increase in new followers? After what kind of post do you typically see a decrease in new followers? Is the number of posts per day adequate? Should you increase or decrease your post count? Where are your tweets traveling to? Does the library have any dissatised Customers? Who is using/ mentioning library content or name without attribution or approval? Which local departments are helping to amplify your message? Which city departments are clearly not helping ........... ........... ...........
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
3. Ocial Accounts What is your expectation of your employees behavior on ocial accounts? Can your sta post or talk about your organization without any oversight or direction? Will there be an editorial workow? Can your sta post disparaging -- or positive, as was the case with Honda -- information about your organization from ocial accounts? a. Establishing new accounts Accounts should be approved rst by management. b. Creating account names A common, standardized name should be used What kind of name works best? Must be consistent across networks (the same if possible)... c. Voice What will be the tone and voice of the organization? How do you dene humor? Profanity? Groupon has a 12-page document explaining in great detail what its voice is. Abbreviated version here: https://docs.google.com/View? id=dmv9rbh_5ktbq2sxf d. RTs and posts What content can be retweeted/ reposted? If you change a post, use an MT... Dene plagiarism! Oer attribution! Do you have any o-limits accounts? Example: Do not retweet anything from @kimkardashian
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e. Following/ Followers Any accounts followed by your organization are part of your public prole. What are your standards? Will you set a ratio of followers::followed? What about following accounts that are political, satirical, highlyopinionated or otherwise controversial? f. Frequency How often will you post, and why? What number of posts makes sense for your audience? What about on holidays/ weekends? g. Dialogue What happens if a community member becomes irate? What is your action plan? What are the proper steps to take? How much time should elapse between the disparaging comment and your response? h. Customer Service If you are using separate social accounts for social media specically for Customer service, how will they be handled? If you get a question or post related to Customer service or brand satisfaction, how will you respond? i. Monitoring Who is in charge of monitoring your networks? When should they be monitored? Who will generate a regular report about impact/ inuencers, and who will receive it? Also monitor for unusual activity -- has someone hijacked your name?
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j.
Critical account information Make a note of any login names and passwords. Keep a detailed, updated list of any third-party tools used with ocial accounts. Track those login names and passwords, too. No one person should own this information. It should be led to managers.
NAME OF SERVICE Twitter Facebook Google+ Instagram Evernote Gowalla Foursquare Skype Instant Message Spotify TweetDeck Hootsuite Buffer Banjo Sonar
USER NAME @MyLibrary MyLibrary MyLibrary Feed MyLibrary MyLibrary1 MyLibrary MyLibrary MyLibrary_Skype MyLibrary MyLibrary_Music MyLibrary MyLibrary MyLibrary MyLibrary MyLibrary
PASSWORD hex8#owhjf aeoufhe11 e89cExke2 dowww3 Ghsuew111 938dsjW 9387JHF HVB120934s aeouce2e 9384Hvcne 8464GHsve 381kcxht55 ghdjk773 NVBW990 deiVV87
WHO CREATED THIS ACCOUNT Bob Marie Julio Sarah Marie Marie Bob Marie Bob Julio Bob Julio Bob Julio Julio
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
k. Consistency Make sure that social accounts look, feel and sound consistent. The same colors, fonts and logo should be used across all networks.
STYLESHEET ITEM Logo Bio Text Color Background Color Hyperlink Color Approved Fonts
DESCRIPTION hbo_logo_sm.jpg It's HBO. (Posts are US-focused.) http:// www.hbo.com #FFFFFF #CECECE #333333 Helvetica, Museo Sans
l. Final Statement You cant dene common sense, so explain it in several ways. Try to include language that absolves your organization of any legal action.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Next Steps
Once youve completed your social media policy, make sure to review it with sta. We also recommend having a legal professional review your policy to ensure that it can be defended -- and protect your library -- should the need arise. You will probably also need to have your policy vetted and approved by your local city/ county ocials. Social media policies can range from a few very descriptive paragraphs to a few pages. Its very important that once youve completed your social media policy that you review it with each of your employees. Oer a seminar that goes through the policy step-by-step so that everyone has had the opportunity to review your policy and to ask questions they may have. Do not create a social media policy, distribute it to your sta and expect that everyone will read -- and follow -- your new guidelines. For additional inspiration and reference, take a look at this online database of social media policies. Search for those that mirror your own organization: http:// socialmediagovernance.com/policies.php.
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Amy is an author, speaker and future thinker, adapting current and emerging technologies for use in communications. She has spent close to 20 years working with digital media, founding several web-based companies and now advising various startups, retailers, government agencies and media organizations as well as Webbmedia's clients all over the world. Amy began her career as a reporter/ writer with Newsweek (Tokyo) and the Wall Street Journal (Hong Kong) where she covered emerging technology, media and cultural trends. She has contributed to the New York Times, NPR, Economist and many publications and broadcast shows. Her work has been recognized with awards/nominations from Webby, Editor & Publisher, Investigative Reporters & Editors, Society of Professional Journalists, W3 and IAVA. She has a M.S. from the Columbia University Graduate School of Journalism and holds a B.A. in political economics from Indiana University in Bloomington, IN. She also earned Nikyu Certication in the Japanese government-administered Language Prociency Test and speaks uently. Amy is a Research Aliate at the MIT Media Lab and a Lecturer at the Columbia University Sulzberger Leadership Program. She serves on the Board of Directors for the Online News Association, the SXSW Accelerator Advisory Board, Knight-Batten Advisory Board, the Advisory Board for Temple Universitys Journalism Program and the Advisory Board for the International Center for Journalists. She is the Dean of the Awesome Foundation Baltimore and one of the Knight News Challenge judges. Amy is also a member of the Academy of Television Arts & Sciences (Interactive Media Peer Group) and serves as a judge for the Emmy awards. Her book, Data: A Love Story, will be published by Penguin Valentines Day 2013. She has been on the adjunct journalism faculty at University of Maryland, Temple University, Tokyo University and University of the Arts.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Bonnie Shaw is digital native, and an expert at making meaningful connection between people, place and technology. Bonnie has over nine years of international professional experience in design, strategy, and project management in local grounded and global online projects. In 2006 she was a founder of the global photographic treasure hunt and community engagement game: Snap-Shot-City.com a groundbreaking integrated technology event played around the world. She also recently helped the Queensland State Library (Australia) create best practices for developing libraries as community hubs and idea stores. Bonnie has degrees in Landscape Architecture, Planning and Design, and a Masters in Urban Design. She started her career designing cities and building civic engagement in disadvantaged communities in Australia and around the UK. She is passionate about serious play, and strives to inject lively creative collaboration processes to drive rigorous and implementable results. Bonnie regularly blogs at the intersection of people, place and technology at BonnieInbetween.com, she was a guest researcher at MITs Senseable Cities Lab in 2008, and regularly presents on technology and online/oine community engagement, serious gaming, and digital storytelling at conferences around the world. Bonnie is currently acting as a delegate for the Intelligent Cities Project for the National Building Museum and the Dean of the DC chapter of The Awesome Foundation, a micro-philanthropy organization promoting awesomeness in the universe.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Yasmin specializes in creative public policy making and how technology can be used to make government and organizations more collaborative, participatory, transparent, and accountable. Yasmin received a Masters in Public Policy from the Harvard Kennedy School, where she focused her studies on Democracy, Politics, and Institutions. Prior to graduate school, Yasmin was the Information Ocer for the Oce of the Arts and Special Projects at the NYC Department of Education. She has served on the Student Digital Advisory Board for the Shorenstein Center for Press, Politics, and Public Policy, the Program Committee for OReillys Gov 2.0 Expo, and regularly blogs at wethegoverati.wordpress.com. Yasmin received her bachelors degree in Government from Cornell University. While at the Kennedy School she co-founded the Government 2.0 Professional Interest Council, which works to encourage the integration of Government 2.0 principles into the curricula and events at the Kennedy School and wrote her masters thesis on how U.S. Federal Agencies can Use Social Media to Increase Civic Participation. Along with her colleagues at Mass.gov, MIT, and OReilly, she co-hosted the rst annual New England Government 2.0 Camp, and is looking forward to participating in the next one.
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Key Performance Indicators: Library Toolkit 2012 Webbmedia Group, LLC http://www.webbmediagroup.com
Lance is an accomplished information technology manager with more than 10 years of demonstrated success in library information technology. He previously served as the Director of Information Technology for the Multnomah County Library in Portland, Oregon and has consulted nationwide on technology in libraries. He has deep insights into the various digital systems being used by libraries and has advised many on the technology, systems and workows they use. Lance is also active in promoting civic involvement through digital engagement and in bridging the digital divide in underserved communities. He has been involved in multiple broadband adoption programs and has managed projects to use innovative digital search tools to help untangle benets for veterans and to promote the entrepreneurial use of technology among small businesses and non-prots in underserved communities. Lance studied Computer Science at the University of Georgia, Management Accounting at Portland State University, and has a BA in Russian language and literature from Grinnell College. He studied at Leningrad State University in St. Petersburg and has worked in Russia, Ukraine and Central Asia in both community information and technology capacities. Lance is based in Boston, MA.
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Contact Us
Site: http://www.webbmediagroup.com Tel: (267) 342.4300 Email: info@webbmediagroup.com Twitter: @webbmediagroup
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