Eva Stepanian - Portfolio

Eva Stepanian Portfolio

2013

Social Media Communication Libraries Marketing

Eva Stepanian - Portfolio

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Social Media and Communications Professional, Librarian.


The Road So Far p.4 Curriculum Vitae p.5 Project Planning p.8 Annual Activity Report p.34 Publication & Conference Presentation p.39

Table of Contents


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My experience is based in various roles at the University of Toronto’s academic libraries. While working towards my Masters in Information Science, I gained significant knowledge and experience in original cataloguing and in depth research at the Thomas Fisher Rare Book Library. The two years that I spent as Ontario’s first Social Media Librarian have proven to be full of growth and learning. I have found myself feeling more comfortable in my specialization of social media communication, and have reaped the benefits of sharing my findings and strategies with the greater academic community. In doing this, I have gained

the confidence to allow my work to represent what is interesting and possible in the world of social media and user outreach. I have been encouraged to step outside of the academic library setting in order to challenge my skills and understanding, in order to continue to lead on the cutting edge of social media in libraries. I have also experienced lateral growth, as my interests and enthusiasm to try my hand at new projects outside of social media have been welcomed and supported. I have been able to profit exponentially from these opportunities, learning new competencies and discovering capabilities that I was unaware I had. Ultimately, I have understood that saying yes to collaborations and projects – especially if they intimidate me- is the first step in learning and innovation. I am grateful for the supervision and leadership that has allowed and encouraged me to explore new aspects of academic institutions and push the boundaries of my role in order to intrepidly grow and develop as a professional and as an individual. LOOKING FORWARD I am currently seeking full time employment that will allow me to explore my growing interests in academic librarianship and communication, while utilizing my social media management expertise, and challenging my knowledge management skills. I strive to make my work memorable – to have an impact, make a statement, and always engage those around me. - Eva

The Road So Far


Curriculum Vitae


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EVA STEPANIAN

www.evastepanian.net [email protected]

EDUCATION

Master of Information Science | Knowledge and Information Management Stream Faculty of Information, University of Toronto September 2009 – April 2011 Bachelor of Arts, Honours | Criminology and Ethics, Society & Law. Faculty of Arts & Science, University of Toronto September 2005 – June 2009

QUALIFICATION HIGHLIGHTS

• Over 7 years of experience in various library service positions. • Experienced in cataloguing and acquisitions. • Skilled and comfortable in producing slides and leading presentations and training for internal and

external audiences. • Strength in Project Management, Strategic Planning, Execution, and Documentation Protocol. • Excels in prioritizing and successfully completing projects with urgent and conflicting deadlines. • Proven ability to think creatively about challenges, resolve issues, and make decisions. • Trained and experienced in designing and creating information repositories. • Excellence in information retrieval and public service. • Demonstrative success in specialized marketing and engagement.

PROFESSIONAL EXPERIENCE

Health Bound Health Network Communications and Promotions Consultant June 2013-present

• Provide support to the leadership team to define key messages and develop communications tools to support strategies.

• Develop social media strategy and best practices for social media management. • Liaise with and coordinate initiatives with internal stakeholders to ensure optimal communication

flow and messaging exposure. • Support the preparation of general communications tools, including brochures and displays. • Inspire and train staff in preparation for dispersed and sustainable social media messaging. • Manage ongoing messaging and communication campaigns, and develop new campaigns as

required. University of Toronto Mississauga Social Media Librarian September 2011 – August 2013 OCULA Librarian Resident from September 2011 – August 2012

• Independently developed the social media communications strategy for the library, implementing details and preparing plans and tools for assessment.

• Proficient in providing information services at point of need. • Enriched library web presence and maximized user interest and awareness of library services

through engagement and promotional campaigns. • Trained and inspired librarians and library staff to participate in the creation of vibrant

communication content for multimedia marketing. • Demonstrated liaising with instructors and campus groups to incorporate social media tools and

lessons into ongoing projects and initiatives.


• Provided student resource support through library’s reference desk and online reference chat. Thomas Fisher Rare Books Library, University of Toronto Graduate Student Library Assistant May 2010 – September 2011

• Skilled in providing highly specialized researcher support at the reference desk. • Catalogued acquisitions through creation of original MARC records; descriptive cataloguing. • Derivative cataloguing using MARC bibliographic formats. • Prepared and reviewed donor records; completed gift donation forms and donor communication. • Received, unpacked, and listed gifts and acquisitions for appraisal.

Robarts Library & Downsview Library, University of Toronto Student Library Assistant September 2008 – May 2011

• Processed material in Sirsi from Central library system to the high-density storage system. • Archived special collection material. • Trained new employees in processing and reviewing materials; checked new employee processing. • Resolved weekly cataloging errors.

Reference Department, University of Toronto Research Support | Practicum Placement February 2011- April 2011

• Researched University of Toronto libraries online tutorials and academic support service materials.

• Designed and produced library tutorials for online use to match academic support needs. • Participated in academic support site design committee; incorporated research findings to fill gaps

and needs in support materials. • Created and taught a video screen capture workshop for librarians, in an effort to maintain ongoing

content creation. Office of the Integrity Commissioner of Ontario Data Coordinator September 2008 – May 2009

• Developed and executed original computerized database for improved organization of office-wide resources and information.

• Worked under Lead Attorney, assessing data inquiry needs. • Performed extensive data analysis to minimize repetition of information and enhance efficiency of

inquiry responses. • Independently researched ethical governance; presented resulting paper to Faculty of Ethics.

SKILLS § Communication: Excellent written and verbal English with the ability to develop messaging for

different target audiences. § Presentation and Training: skilled and comfortable in producing slide decks and participating in

meeting and conference presentations for internal and external audiences. § Problem Solver: Able to think creatively about challenges, resolve issues, and decision making. § Comprehension and Synthesis: Strong reading comprehension and information synthesis skills. § Languages; English, French, Armenian, Russian

Technical • Proficient in Mac OS, Windows, including Microsoft Office suite • Knowledgeable/comfortable using website editing tools, and social media management tools

(Hootsuite, Tweetdeck, etc) • Web & digital editing (Dreamhost, Wordpress, Drupal Content Management System, Scala

Digital Signage Content Management System. • Adobe CS5 • Video planning and production (story boards to soundtracks). • Expert in Facebook, Twitter, Youtube, Instagram, Flickr, blogs, LinkedIN, Tumblr, Google+


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SPECIAL PROJECTS

UTM Library Webpage Refresh: Participated in the planning and execution of the UTM Library Webpage move from Drupal 6 to Drupal 7, including strategic decision making, content re-organization and ongoing internal technical assistance and training support.

Social Media Projects Consultation with University Departments: Provided strategic social media integration and troubleshooting services to Faculty (Biology, Historical Studies), and consulted on social media communication plans (Thomas Fisher Rare Books Library, RAWC).

Pockets of Innovation in Ontario Online Learning Portal for Faculty & Instructors: Participated in Ontario Online Learning Portal for Faculty & Instructors Pockets of Innovation initiative. Was interviewed and provided statistics for an article promoting HMALC’s social media efforts, innovations, and outcomes. http://www.contactnorth.ca/pockets-innovation/engaging-students-through-social-media-university-toronto-mississauga-library

Social Media Crisis management: Established the library’s role as the opportune authority when things go “wrong”, through various Wi-Fi and portal outage crises. Maintained current, relevant and clear communications, troubleshooting, and relatable “user care” messaging, not only responding to troubled users, but seeking out users who may need assistance, rounding out the role and purpose of the library on social media and the effective level of service that we offer.

Behaviour Changing/Community Building through social media: introduced #UTMNerd hash tag, as student self-identification technique (students adopted and use this hash tag now). Organized #UTMPhotoChallenge contest, asking students to submit specifically themed photographs each day through winter exam week, posting and promoting submissions on social media and digital signage.

UTMail+ Promotion Campaign: With the project team, outlined a promotional plan and executed the 2-week long campaign, which included daily live streamed prize draws, constant twitter messaging, social media switch over support, physical interest solicitation (donning a giant iPad), and 2 final iPad draws, in order to achieve maximum email switch over for our campus launch.

PUBLICATIONS

• “It’s Social Media Time” Foreword article April 2013 • OCULA Social Media Brief

http://www.accessola.org/Documents/OLA/Divisions/OCULA/OCULA%20Social%20Media%20information%20brief%20March%202013.pdf

PRESENTATIONS

“Social Media Tools & Skills”, Finance Learning Centre Speakers’ Series March 26th, 2013 “Confessions of a Social Media Librarian” OLA Super Conference January 31st 2013 “OCULA New Librarian Residents Panel” OLA Super Conference February 1st 2013 “ Social Media in Academic Institutions…” PSEWEB Conference, Halifax July 17th 2012

“Mirror, Mirror: What Twitter Can Tell You About Your Library” TRY Conference May 8th, 2012 Captivate Video Screen Capture Workshop, Robarts Library April 26th, 2011

COMMITTEE MEMBERSHIP § Member, TRY Conference Planning Committee § Member, UTM Marketing and Communications Committee § Member, UTL Outreach Committee § Member, UTL Mobile Web Working Group § Member, Mobile Web Design & Strategy Team


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Project Planning


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Health Bound HN


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Social Media and Communications

[Brief and Direction] Health Bound Health Network

Creating a Social Media and Communications Strategy is understood as a 4-part process, as described below. It should be noted that steps 2-4 are ideally conducted concurrently, to allow for maximum flexibility and transparency in decision-making and creative development.

4 Part Process:

1. Brief & Direction Why are we doing this, and what do we want to get out of it? → forms a strategic

direction. Initiates a working strategy.

2. Information/Insight This is the longest stage that researches initiatives, and will likely bring some changes to the previously drafted brief and direction documentation, and inform the direction of the

completed strategy.

3. In-depth Strategy and Communications Framework Headed by the overarching Goals and Expectations, this stage will be driven by the

information and insights gained, and will be a technical description of best practices, work flow, resource dispersal, and communications directions, most likely building in a

period of experimental initiatives.

4. Measurement Requirements and Assessment Mechanisms Cultivates benchmarks and milestones for reviewing progress and monitoring quality of

output, as well as re-establishing ongoing goals and development.


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Brief and Direction Goal: To develop and enhance client and patient interaction, thereby increasing the impact, and quality of Health Bound’s communications output. This change aims to increase the volume of traffic to the Health Bound website, thereby increasing public attention, improving net sentiment and awareness of Health Bound and its services. Expectation: Building an engaged social following and encouraging regular and successful social interactions will effectively establish Health Bound (namely the Health Bound website) as a critical tool in health and injury related information and professional services. Engagement and outreach through Social Media Strategy will reinforce the understanding of the Health Bound website as a one-stop gateway that caters to the users’ service needs. Identified Priorities: Formalize Hub and Spoke model (Centralized or Hub and Spoke models are suggested - control vs. deployment) Marketing the name of Health Bound: Leading in health care, research and education. PROACTIVE social media outreach program that stays ahead of client and patient requests. Spark RELEVANT online discourse -- focused, strategic social sharing/publishing tool (only when it makes sense). Contextual, intuitive information. Optimized, client-focused newsletter deployment. Promoting Library of Injuries Tool Working Strategy To get started, here are some preliminary, functional considerations that naturally arise during the first stage of the working strategy. Beginning to discuss and address these areas works as a useful exercise to start moving towards phase 2 of the planning process.


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Platform/Media evaluation: Articulate at least one specific purpose of each platform (who are we reaching? who do we want to reach? what is the goal here?) Identify variations in audience base of each, to determine where messaging ought to be repeated and where specific, focused messaging should be created. The goal here is to coordinate the efforts and experiences across platforms, to optimize relevance, while establishing their connection to parts/services of website. Website Newsletter Aggregated social sentiments? Twitter Facebook Youtube LinkedIN Types of Messaging: Working with 2 categories of communication. While the categories are not mutually exclusive, it is useful to think about the motivation of any given message, to begin to establish (and record) a systematic understanding of how to strategically craft messaging. Broadcast - Informational - Research - Service promotion Engagement - search-string driven content mining/outreach - inquiry, survey, community building - customer service - crisis management Content Gathering Existing messaging Departmental participation Outreach


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Next Steps... Upon discussion of the proposed goals and expectations, and after receiving final approval of the details and steps outlined in the brief and direction document, the following process can begin to be explored and undertaken at length. Gathering Information and Insight Situation Analysis (including brand monitoring of industry leaders/competitors) Initiatives/techniques that work/ don’t work. Based on findings, reconsider previously articulated goals and expectations, make necessary changes. Establish and evaluate required/available resources Creating a [long term, ongoing] Strategy and Communications Framework Including the formalized recording of ongoing findings and insights. Establishing Measurement and Assessment tools. Long Term Priorities: Content Mining (consider client-generated content, advocate groups) Social Media Management tool Google Optimization à Please never hesitate to communicate! Critical throughout the process of Strategy Planning is the need to record and share questions, thoughts, ideas, and insights, in order to yield the most effective and innovative plan moving forward.


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University of Toronto Mississauga Library


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Spring 2012

Social Media [The Strategy]

@UTMLibrary The overall goal of this current working strategy is to determine how social media

platforms can be useful and valuable tools in developing or enhancing librarian/user interaction, thereby increasing the volume, impact, and quality of the library’s communications.

The expectation is that by researching new and popular methods of communication via social media, and experimenting with various incentives and virtual/physical referencing, social media outlets can be immediate and constant tools through which the library AND its users communicate with EACH OTHER.

What is success here? We’re meeting the expectation, is this enough? How do we determine success? And is there value and ROI here?

THE STRATEGY Content Retweets great, but not as valuable as original tweets and correspondence. Do ensure that they are relative. A good standard is to have about 4 : 1 ratio of tweets to retweets on your profile. Constantly be alert for urgent technological updates. Tweet these with vigor. Scheduling posts is a good method for keeping content consistent, especially for Facebook. Consult librarians and staff to find out about upcoming events and regular tweets that they’d like to see, and schedule them per week.

- Tweeting should be more of a combination of spontaneous occurrences and scheduled posts.

Get personal (not too personal, of course). Ask engaging questions that prompt more than a yes/no answer, instead of simply broadcast impressive information. - Additionally, if there is a piece of information you would like to share, consider stretching it out and asking a few questions to incite interest before making an announcement. Broadcasting vs. interacting Hash tags are your friend, so use them when introducing a topic, and try to be consistent in using them. Also, include “UTM” or “UTMlibrary” in a hash tag when possible, to make is more searchable. Searching: Run a search for “UTM library” and its variants at least twice a day. This is a good way to get retweet material. Multimedia Redirection:

- For Twitter, in keeping with the sentiment of minimizing the broadcasting of information, avoid redirection to an external site, ESPECIALLY our own. Instead, attach a pdf to the tweet and keep in contained within our twitter page.

- Facebook is a bit easier to redirect from (and links are displayed quite nicely with the opportunity to still comment/like the link inside of our Facebook


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page), so external links are okay. However, if/when possible, let there be a Facebook-specific version of a flyer/event posting.

- Cross posting between Facebook/Twitter is okay—its really only effective in promoting one to the audience of the other though. The actual information or event being cross-posted should, in most cases, be network/platform dedicated (twit pic, wall post, etc).

- Cross posting between multimedia networks is more successful (i.e. cross posting between Tumblr and Facebook, or cross-posting between YouTube and Twitter).

Repetition: - It is okay to repeat tweets on twitter, especially for evening/weekend tweets to

make sure the message got across to the majority of your audience. - For Facebook, repetition is not as effective. The pace here is slower, and the

nature of browsing allows for your audience to easily see several posts on your wall over time. Only repeat information or questions after a lengthy period (weeks, if not months).

The reference wiki is a great place to get content ideas, keep up with what students are asking. Content Contribution:

It is critical to collect content from contributing staff, librarians, and student staff. However, the problem continues to be that this type of participation is generally not forthcoming. Typically, when approached with a question about a particular event or issue, people become eager to contribute content and information, but it is unrealistic to expect that content will be offered without provocation. In terms of provocation, weekly emails asking for content in general are not entirely useful, as they are not specific enough. “Verbal content curation” [the technical terms for when people hang out by office doors] and observation during meetings and casual discussions still are the most effective means of gathering useful information.

Content-Relations Hashtags

• jump into library space convo, turned into #claimedyourspot. GO WITH THE FLOW, much more inutitive/effective.

• connecting things like #utmproblems and other popular hashtags or topics works itself into a RT and helps spread the msg. (i.e. when I incorporated printing problems into a #utmproblem)

• retweet non-library tweets from following. they don’t hate it-might even like it Timing

Twitter: More is more, all-day more is better. Obviously, 9-5 is ideal. But it is important to maintain the connection outside of

these standard hours, as not only are students at the library while we are not (most interesting tweets come out at night & on weekends), but twitter activity is higher in the evenings and on weekends than during business hours (classes, work, sleeping in, commuting, all mostly happen 9-5).

As mentioned in hashtags, jumping onto an opportunity that is being discussed is critical [like noise or space complaints]. This demonstrated why it is important to strategically prepare content and then wait for the appropriate time to execute it.


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Alternatively, staying open to new types of conversations or messaging is also beneficial, in terms of keeping up with student interests and expectations. Y U NO guy tweets-- student inspired. better msging?

Time-of-Year Considerations: Beginning of the year: [style, implementing new programs & hashtags, directional

q’s] Reading week/Christmas break [empty-ish periods]. [fluff, pics, q’s]

know your audience. its reading week, they’re sleeping in, don’t get gung-ho with the 9am tweets. work with THEIR flow. Engage in some FUN! marketing and communication has always been more successful at the “fun”, because like games, fun is essential and healthy for people’s lives...when they’ve got a zillion things coming at them, the fun stuff resonates, gives pleasure (and maybe even some info)...Before, marketing and engagement through fun was expensive and challenging, now at least its cheap. So do it! {talking to Bella confirms that humour and fun work better than “authority”...somehow garners respect via appreciation

Exam Period: [nonsense student wellness] Tone Twitter: Tweets thrive on brevity, abbreviation, and the use of acronyms. Humour should be used, but only mildly. A helpful gauge is to consider whether your grandmother would find a comment vaguely humorous, and avoid exceeding this level of comedy. [Note: other people’s funny tweets should not necessarily be held to this standard when retweeting. Instead, judgment is appropriately gauged based on considerations of profanity and vulgarity]

- As a rule, “lol” should be used almost exclusively as a reaction, in replying to tweets (more or less to make the tweeter feel good about their sense of humour or the circumstance of a situation). Otherwise, keep “lol”ing to a minimum.

- Avoid “haha”s and “hehe”s entirely.* - “rofls” and the like are never to be used.*

A note about punctuation: Ironically, although punctuation tends to eat away at precious character-allowance, the following seems to be true; periods are more or less unnecessary, comas only as required, but question marks and exclamations in excess are a trend – a way to underline or bold a sentiment without adding any more words. CAPITALIZATION is a good way to attract attention, but be warned: Abusing capitalization often leads to your post being ignored all together. Use it sparingly, preferably only for 1-2 words per post, and far between in postings. * Words to avoid: omg, like, yo, *This does not apply in the context of someone else’s’ tweet being retweeted. Retweets are quotations, and should never be altered. Friend/Follower relations Fundamental differences first – On Twitter, do not follow everyone that follows you. On Facebook, friend everyone right back.


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Following/being friends with professional institutions, especially UT groups and departments are important, because important information can be shared and content can be collected. However, it is critical to expand beyond the UT circle.

As an institution ourselves, the more individuals we talk to, the more varied information and insight we gain, and the better our profile looks to potential followers.

For Twitter, the details are a bit more important. Generally, it is a good idea to follow familiar/frequent tweeters, follow faculty and student group leaders.

- To decide whether someone should be “followed”, make your way over to their page, go through a page or so of tweets and think about whether anything you’ve read could (a) be useful to retweet directly or (b) shares useful insight that could fuel/inform our own tweet. Follow accordingly.

In terms of engagement with followers, the following communication strategy is currently employed:

- All direct tweets (mentioning @UTMlibrary) should be met with a reaction. This can either be a direct reply, a retweet of the original tweet, or a quote tweet (to contextualize or reintroduce a topic).

- Alternatively, we can retweet AND reply to a single tweet, given that the topic is robust enough to warrant double mentioning.

- Search results should be retweeted more often than replied to. Only reply to searched UTM library tweets, which obviously mean to be directed to the library’s attention (such as tweets which require some sort of library assistance or guidance).

Understanding our user’s usage, helps understand how our usage is digested & presented in feeds. In following some of our users, it is important to learn the three major types of tweeters: 1. the constant tweeter [literally tweeting every thought that pops in to their head, tweeting about having nothing to tweet, etc] 2. the pesky retweeter: That is the jist of it, they tweet vicariously through other’s tweets. It is a bit annoying, and while it still tells us about their own personality, not entirely relevant for us. 3. The conversationalist: Spends the majority of their tweets referencing someone or replying to someone’s tweet to them. They are building a conversation, much like a FB wall interaction. For Facebook, there are simpler rules. For two chief reasons; First, we currently only have a “fan page”, so we technically do not have “Friends” , we have “likes”. And we have no control precursory control over who “likes” us. The more likes, the better, as far as the Library’s Facebook page is concerned. In terms of how to engage with “like”ers on our profile wall, as long as the aforementioned notes about “tone” are considered, then all wall postings should be responded to in an open-ended way that best promotes a second posting. Searching for discussion outside of our page is unnecessary and generally unhelpful. Indeed, any direct communication outside of our page is undesired (read: creepy). We have thought long and hard about the value of having librarians as friends on facebook, because it would break-down the boundary that currently exists when the library is a “page” that can be “like”ed but not a “person” to be “Friends” with. However, the most recent consideration of this option has also brought to light the mess of privacy


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involved in “friending” students, and raises the question of WHY would students want us to see their profiles? Even if they could limit our privileges, those are too many steps for them to make being our “friend” worth it for them. Recommendations: Digital media is not a new idea. it is the fastest growing and most influential form of mass media out there. We don’t just want to be part of it as an academic library, why not lead the way? Isn’t that what libraries do? lead the way of information. Two areas of our social media program: marketing and promotions, and student engagement and service. Content Contribution and diversified voices continue to be challenging. There is certainly value in diversifying the social media voice and experience through different users, staff, and librarians. However, as mentioned, given busy schedules and workloads, consistent and reliable participation is not something that most individuals are willing to commit to. To this end, the recommendation moving forward is to continue the existing successful means of content gathering from others in the library [through physical, formal and informal interactions], and perhaps consider strengthening the student staff engagement on social media as a demonstration of a “new/other” voice/experience. Users tend to “file away” much information as they receive it, which means that while it is useful or relevant, it does not compel them to interact or engage with the messaging. It is not necessarily important to chase the numbers in terms of these insights, because it is more valuable to understand and capture the moments of engagement to understand how/why they were successful and how it can be continued. Moving forward, it will be very important to continue paying attention to instances of successful interaction, as well as analytics to help supplement our understanding of successful messaging and engagement strategies. An end-of year or summer student survey and/or student-staff focus group is an interim recommendation, from which we will be able to validate many of the observations outlined in this report, and verify the priorities of the strategy moving forward, as well as learn new insights into areas of our social media program which are lacking.

CONCLUSION I’ve learned that what started out as something “I think I would be good at”, has turned into something that I cannot [and do not] stop thinking about on a daily basis. This means two things, it speaks to my utter enjoyment of the job [but this isn’t about ME], and more so shines a light on the nature of this medium, in that it is always on, always going, and most importantly always always providing opportunities for new and exciting engagement, learning, feedback, and growth of services! The bottom line of this Social Media Program is that librarians are capable of improving the quality of service and discourse in their communities in ways that google and a home page cannot. Through social media, I am enhancing and optimizing the student experience in their own chosen spaces, as well as enriching the relevant role of the library/librarian.


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Social Media Strategy Report -‐ 2013 Update. Written by: Eva Stepanian

ACTIVITIES AND INSIGHTS The expectation of the working strategy was that by researching new and popular methods of communication via social media, and experimenting with various incentives and virtual/physical referencing, social media outlets can be immediate and constant tools through which the library and its users communicate. After careful consideration of the activities and insights gained over the past year, we have determined that the working strategy has met the given expectation, and transcended it in unexpected and important ways The nature of the communication afforded by social media has proven to be not only bidirectional, but multidirectional in an entirely unanticipated way. Students use our messages as a means to connect with and communicate with each other.

Atmosphere The #UTMPhotoChallenge contest, which asked students to submit photos of various “keywords” each day for a week, produced interesting results. Not only did students participate, but they also began to engage with each others’ submissions, and become more creative with their photographs as the week went on. Also, submissions were received through all 3 of our major networks (Twitter, Facebook, Tumblr), which points to the growing familiarity of our social media presence in each user’s preferred “place”. They did not go out of their way; they simply found us where they preferred to share their photographs. Their input created a “story” of their library experiences of that week on their respective profiles, showcasing the role of the library in the lives of our patrons. This is a trend and method of engagement we could continue to grow and experiment with as more and more of our student population comes to social media. The #UTMSoundCheck hashtag continues to grow in popularity and usage. Increasing popularity means we have hit a point where expectations are being set and we must respond in a timely way. The process following a Sound Check requires an escalation model to ensure that students requesting support get it promptly and appropriately. Such a model needs development and the support of more library staff in preparation for the fall term.

Awareness There was an unexpected fall term pick-up in social media activity. While Twitter was impacted most, a relatively significant increase is also evident on Facebook and Tumblr. New students with whom we had no previous interaction or follower relations were adopting the library’s hash tags and “library is my home” sentiment, before the term had even begun. This is understood as the result of two factors - a greater student awareness of the library’s now “regular”, as well as a generally more socially engaged incoming student cohort (which requires further exploration). This implies that there is now an established expectation of this social media presence and service. Technical Crisis Management Through challenging Wi-Fi outages and Portal crashes, the library continues to build its role as the opportune authority when things go wrong. This is a positive development, as it rounds-out the role and purpose of the library on social media and the effective level of


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service that we offer. If something is amiss, students, staff and faculty can count on the library to communicate quickly and thoroughly about the issue through social media. The unprecedented activity that was observed during the Feb.8th Snow Day highlighted the library’s critical role in emergency messaging and student response. The library channels became the obvious go-to place for users’ to get information, and relay the information on their own profiles. This was achieved through prompt Twitter and Facebook messaging beginning the night before the storm, as well as “relatable” Tumblr gifs that resonated very well with users. The library has become the de-facto contact for technical support and care, which indicates an understanding that we will listen and provide users with a desired level of attention and service. This development is the result of a variety of library services, including the HIT squad, Blackboard support, Reference and Research, as well as our social media presence. These services are not necessarily working in concert, but are working with a shared vision to support students where they are. Were they to deliberately work in concert, we may find growth in this attitude among not only students, but also faculty as well; besides student dependence of the library during “problematic” moments (technical issues, outages, closures), other campus entities (registrar’s office, etc.) have begun to refer to the library through social media during these times as well.

Value through User Relations In order to maintain the desired reputation and authority as a service-oriented, information sharing institution, an appropriate level of trust must be forged and maintained with users. Social media engagement and interaction has built a great amount of trust, and must continue to solidify a casual, “real” relationship with users on social networks in order to maintain a fragile rapport and continue to be relevant and top of mind for our users. If a meaningful relationship with users is ignored, the ability to gather genuine, relevant feedback is lost. Directly (through timely questions) and indirectly (by user comments and daily tweets), we are able to keep our fingers on the pulse of what is going on in the building and on campus, and what needs are most pressing at any given time. If we cannot listen to and understand our users, we are working in the dark. We now have the ability to turn a negative experience, or ongoing issue into a positive, useful exchange. By changing the tone and motivation of a conversation, we slowly change the culture surrounding the issue. This can be seen in the communication of noise – ownership of the issue is increasingly passed on from “us” to everyone, because we all have a role in changing it. Encouraging the users’ desire to “share” their daily experience (through tweets, hash tags, instagram photos, etc.) may seem secondary to some, but is in fact deeply valuable and critical to an effective communication strategy that takes social media and digital literacy into account. In world where digital tools are ubiquitous and in every phis is the way in which a community documents itself: the more we are included in our users’ commonplace record, the more this highlights our role as a pertinent staple in the student experience.


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OBSERVATIONS AND PLATFORM-SPECIFIC RECOMMENDATIONS

Facebook

URL: • https://www.facebook.com/UTMLibrary

Status: • Increasingly taking on the role of the “place” rather than the “friend”.

• Previously “the more likes, the better” was our leading principle. This stands as an indication of progress, but is no longer the driving goal.

• Best practice for engaging with “friends” remains the same as in working strategy – open-ended responses that promote more activity (because more activity enhances visibility).

Observations: • Engagement is no longer the goal here - the goal is now “sharing”.

• Recognizing that Facebook shares are the equivalent of Twitter Retweets, with the advantage that Facebook clumps repeat shares within your networks and promotes the “story” to the top of your Timeline feed – this is now the most effective visibility and relevance feature we have encountered on Facebook so far.

• The motivation for Facebook posts is entertaining and relevant enough to be shared, or timely/important information that will be spread.

Recommendations: • Peak Facebook hours should continue to be evenings for entertainment/engaging material, but important information can be posted in an organic, timely fashion.

Twitter

URL: • https://twitter.com/UTMlibrary

Status • Remains the dominant communication and engagement tool.

Observations • As the popularity of the medium and our presence on it grows, so do the types of messages – we have begun to see increased “complaint” tweets, which range from basic annoyance over hours, to slightly more severe complaints regarding space, fines, etc. A method of “negative sentiment management” as taken shape, and will be added to our best practices shortly.

• Crisis/Emergency messaging: Wi-Fi/internet outages, Portal


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outages, light outages, database outages, as well as a campus snow closure – these have all challenged and enhanced our social media communications strategy. Twitter has prevailed as the key method of communication during these times, although Facebook and Tumblr have begun to garner attention during these times as well.

• Introduction of a new hash tag; #UTMnerd was introduced as part of a promotional campaign that launched at Fall 2012 Orientation. Originally seen on promotional buttons (which were the most popular of 3 choices), the hash tag has since taken on the anticipated role of “self-identifying” our students – particularly library goers.

• Informal surveys, such as the sentiment for the node seating, have been fairly simple to administer, with useful and effective results.

Recommendations • Maintain heavy usage and interaction. • More experimentation with off-‐hour tweeting is worth

exploring.

Youtube

URL: https://www.youtube.com/user/UTMLibrary https://www.youtube.com/user/utmlibrary101

Status • Continues to act as a reference point, with a growing “library” of sources.

Observations • Users are interested in short, easy to digest “how to” videos. • Can also be used for promotional videos (like the Harlem Shake),

but most used as approachable “help” content.

Recommendations • Requires reorganization, and a thoughtful decision on consolidation of multiple accounts.

• We must solidify our purpose on this platform, with the suggestion that it be used for reference/tutorial content and fun promotional videos.

• Account separation still a question, with the added consideration that the library Google accounts now technically offer any user the opportunity to have their own channel (requires a decision regarding where this goes).

• Still not optimal in usage or content development: this must be explored in order to address the tool as a whole.


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Google+

URL: https://plus.google.com/102956666668209417127/about

Status • Cross posting happens when we add content through Hoot Suite, but no specific strategy of content or engagement exists for this page, because there is no interest.

Observation • Joined at the start of this network, but has not taken off with our particular audience.

Recommendations • As part of the Google network, there might be some value in maintaining posts as we currently do, as they don’t require extra time or effort.

Tumblr

URL: http://utm-library.tumblr.com/

Status • Originally intended for exam time posts, it is now a year-round motivation source for student wellness as well as community building via “relatable” gifs and images.

• Content submission, while never yet promoted, has begun a slow pickup.

• This is where users spend a significant amount of time promoting and sharing interests, cultural references, and images that are notably different from the personal/social stories of Facebook or Twitter – a different moment of identity building.

Observations • Conceived as a social media stress outlet for students during exam. Tumblr is a very popular micro blogging tool amongst our user base, and offered the perfect environment for non-academic, relevant and often viral content sharing hub.

• Envisioned as an escape from stress and drudgery of studying. Our students spend much of their unpleasant study hours in our building, so we now offer a way to diffuse the energy that builds up during this time.

• The “nonsense” concept suggests that posts are of a humorous, motivational, or entertaining nature.

• Has gained momentum as a non-academic, student-wellness focused photo blog.

Recommendations • Tumblr offers a direct experimental link to test out and observe what is receptive. It is a comfortable and casual playground of trendy ways to advertise and get the message out.

• More of an effort should be made into following some of our


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followers, to gauge the type of content that is most appealing, and to build stronger relationships on this network. Currently not multidirectional.

Instagram

URL: n/a

Status • There is no UTM Library instagram account to date. This decision was made based on the understanding that this platform is most appropriate for capturing “personal experiences”.

• Instagram images with “UTM Library” tags are currently collected and displayed as part of the Social Media Page on the Library Website.

Observations • Through the #UTMPhotoContest, it was discovered that the best way to make use of instagram, is to capitalize on our users’ library related content.

• The visibility of instagram photographs on digital signage acts as incentive for students to share photographs.

Recommendations • Images can be collected and fed through as a tiled collage onto the Library web page.

• Instagram-specific hash tags should be brainstormed and promoted (to encourage library “moment” or “mood” sharing)

• Presentation on visible signage should be explored.

Going forward The endurance of a successful social media strategy really depends on a consistent understanding of the user, their needs, and the evolving trends of social media tools and usage. Maintaining an established and engaging social media presence is a two-fold challenge; the first requires a continuation of the appropriate level of interaction and activity that our audience has come to expect. The second is growth and further development of the social media presence, which familiarizes the audience with new library voices and perspectives through a comprehensive integration plan.


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Social Media & Communications Sustainability Staffing Model Submitted by: Eva Stepanian The following model proposes a step towards the transition from a tactical to an integrated organizational social media identity. Since 2011, the UTM Library social media presence has been based on a centralized model where an editor plans, creates, and executes social media campaigns and programs, which has been essential during the experimental stages of the UTM Library Social Media Strategy. Presently, the Library’s presence and audience awareness has matured to a point at which a new, integrated and sustainable “hub and spoke1” model must be considered in order to move forward and allow the existing Social Media Strategy to advance. In this instance, the central editor role is altered to one of a consultative and supervisory nature, for the most part. This role entails the development of project teams, oversight of media channels, awareness of emerging channels and trends, active negative sentiment management, planning, scheduling, training, and consulting on projects. In addition, the editor role will drive the Library blog, which will serve an updated, online record of the successful (and unsuccessful) communication projects and campaigns that take place at the UTM Library, including multimedia documentation and guest “blogging” opportunities. Ideally, this would drive community engagement and encourage internal discussion and ownership of library initiatives and web content. Event Promotion Event Promotion communication campaigns are sparked by library projects not directly tied to communications, like utmONE programming, library sessions for specific courses, Open Access, week, etc. These are targeted, time- and date-specific communication plans that rely heavily on the combined effect of scheduled, automated messaging and spontaneous in-the-moment messaging in an effort to support the work of librarians and library staff. This form of communication involves a detailed plan established in conjunction with librarians or teams, with backup scenarios and a thorough, comprehensive schedule including objectives that extend beyond the event. Event Promotion is a subproject appended to existing projects, but has its own (but related) goals and objectives. Sub-Project Team Communication/Social Media Librarian:

• Consultation on projects and event planning, to coordinate promotional efforts and incorporate social media.

1 “hub and spoke” refers to a de-‐centralized model of operation which involves a series “branches” or teams stemming form the core strategy and editor, and reaching throughout the organization.


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• Project team determination, size and commitment. • Deliver training for participants (including application, software, and

communication coaching). • With the librarian(s) or staff driving the event, outline communications

goals and objectives, and create a communication plan. • Schedule and assign predetermined messaging. • Collect statistics.

Potential Team Members: à Librarians (liaise with Communication Librarian to build communication campaigns) àStudent Volunteers (post to social media channels) à Information and Loans Staff (transition online communication strategy to in-person interactions) à Reference Staff (transition online communication strategy to in-person interactions) Engagement A simple, uncomplicated communication at its core – but inherently complex to describe and challenging to continually achieve - Engagement communication aims to interact, to provoke a feeling, and always encourage a dialogue. Engagement messaging is often spontaneous and unplanned – bending and adjusting to the mood and needs of the students. However, this requires constant monitoring of feeds and observation of building activity. The most successful type of engagement messaging is one that reflects the students, feels intuitive, and leaves the impression of a familiar experience. Due to the authenticity and insight required to carry this type of messaging, this category requires a specific set of participants and project teams. Unlike the previously described “Event Promotion” category of communication which is propelled by library projects and campus initiatives, projects for the category of Engagement are inspired by the students, and driven and organized by the Communications Librarian. Project Team Communication/Social Media Librarian:

• Plan special projects and initiatives to frame communication campaigns. • Plan and create campaign plan. • Determine size and commitment of project teams – gather participants. • Perform software and strategy training for participants. • Schedule and assign messaging • Oversee interactions and participate as required. • Maintain use of known hashtag programs (i.e #UTMNerd) • Capture interactions, collect statistics, collect feedback.

Potential participants: à Student volunteers (participate in physical engagement events and photo and video content creation) à Staff (post to social media channels)


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Informational/Broadcast & Crisis Management Best understood as the most “traditional” type of communications, however, this does not mean there is no room for innovation. Broadcast content aims to spread information, provide practical and timely updates, and help users succeed daily. This is best achieved through an ongoing awareness of user issues, research needs, and inquiry trends. Additionally, this allows room for growth in the area of Crisis Management as a trusted and authoritative outlet of news and problem solving online. Project Team Communication/Social Media Librarian:

• Planning and Scheduling of anticipated broadcast moments. • Establish comprehensive process for sharing top daily reference and

information desk inquiries – determine commitment required. • Gather project team participants. • Perform software and strategy training for participants. • Oversee media channels and messaging. • Observe internal communications and search strings to remain aware of

system issues and campus problems and intervene at moments of crisis/emergency messaging.

• Maintain use of known hash tag programs (i.e #UTMSoundCheck) • Collect statistics, capture interactions.

Potential participants à Reference and Research staff (utilize reference statistics and experience to post updated, relevant research related content to social media channels, and liaise with Communication Librarian for further content ideas). à Information and Loans staff (transition online communication strategy to in-

person interactions, post to social media channels, feed content to Communications Librarian)

à Librarians (feed content and updates to Communication Librarian) à Systems team (actively feed content and updates to Communication Librarian)

Seasonal/Scheduled Seasonal and/or scheduled communication is planned messaging that occurs at predetermined times of the year. This includes communications regarding exams, holidays, reading weeks, the beginning and end of semester, and so on. While this communication can be both engaging and informational in nature its scheduled, anticipated, and generally regular nature distinguishes it from the other categories. Project Team Communication/Social Media Librarian:

• Predict and plan for upcoming “seasons,” including known academic and social points in the calendar that call for informational or engagement messaging campaigns.


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• Determine type of project team needed for each campaign and level of commitment required.

• Deliver training for participants (including application, software, and communication coaching).

• Schedule each campaign respectively. • Oversee execution of campaigns, manage unanticipated

inquiries/communications, and collect statistics. Potential Team Members (with imagined tasks/roles): à Selected Information & Loans Staff (post to Twitter, liaise with Communication Librarian) à HIT Squad, student staff (post to Twitter, Facebook, and reply to incoming comments/tweets) àStudent Volunteers (post to Tumblr)

The division of content categories in this particular way is not inadvertent. As the growth and sustainability of the social media strategy depends on a wider organizational participation and adoption of the tool, the categorized distinction is intended to present social media content in a familiar, traditional way. Indeed, much hesitation stems from intimidation of social media communication, while the reality is that the way we think about content and engagement is not entirely different from traditional library goals and communications. By introducing a sustainable staffing model in this way, it is easier to understand the processes and objectives of social media communications as a big picture where collaboration and interaction is key. Social media channels, the specifics of crafting a tweet, and the methods of tagging a post, are all secondary. Keeping these concerns out of focus in the initial plan allows it to remain approachable and, more importantly, adoptable.


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http://utm-library.tumblr.com/ https://twitter.com/UTMlibrary http://www.youtube.com/user/UTMLibrary

Social Media driven “Paws and Destress” ßEvent

Negative Sentiment Management à

Social Media Presence @UTMLIBRARY – focus on user experience.


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Chiefly responsible for visual redesign, gathering user feedback for

optimal layout and accessibility. Also responsible for content migration, and maintenance of homepage and blog content.

UTM Library Website Redesign

Before


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After


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Annual Activity Report


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UNIVERSITY OF TORONTO ANNUAL ACTIVITY REPORT FOR LIBRARIANS –

2012/2013

NAME: Eva Stepanian DEPARTMENT: UTM Library RANK: Librarian I REVIEW PERIOD: May 01, 2012 to April 30, 2013 ACTIVITIES, RESPONSIBILITIES & GOALS ACHIEVED DURING 2012/2013

1. PROFESSIONAL PRACTICE:

§ Lead communications through social media channels and maintain library’s web presence and engagement.

o Implemented the details of the library’s new Social Media Strategy and preparing plans and tools for assessment.

o Daily communication and engagement through library’s social media accounts; enhancing library web presence and maximizing user interest and awareness of library services.

o Co-‐coordinated library and campus-‐wide events for optimal social media exposure; planning event-‐specific engagement strategies (i.e. Food for Fines, 24/5 hours, De-‐stress Activities).

o Consulted with library staff to participate in the creation of relevant and consistent communication content in a variety of media.

o Consulted with library teams and mandates to incorporate social media tools and lessons into ongoing projects and initiatives.

o Brainstormed and experimented with new communication strategies and techniques.

o Introduced emergency and negative sentiment management strategies, including snow day messaging communications plan and exam period de-‐stress communication.

o Introduced crisis management strategies through various wifi/portal outages

§ Stayed abreast of emerging engagement opportunities, campus

collaborations, and developing social communication trends. o Ensured ongoing awareness through subscription to key social media

news outlets.


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o Maintained communications with social media-‐related librarians and technicians in other institutions.

o Participated in non-‐library social media events to gain knowledge of emerging technology; determine applicability to library

§ Advised/Consulted on Social Media Projects with interested University

Departments. o Provided strategic social media integration and troubleshooting

services to Faculty (Biology, Historical Studies). o Consulted on social media communication plans (Thomas Fisher Rare

Books Library, RAWC)

§ Provided reference support o Student research support through library’s reference desk and online

reference chat. o Ontario-‐wide reference and research support through ASKon live chat

service.

§ Homepage Redesign and Coordination o Scheduled and coordinated homepage banner postings to ensure

effectiveness, consistency, and timely posting and removal. o Conducted feedback sessions, collected data, and proposed a

homepage redesign for to decrease clutter/”noise” and enhance usability.

§ In the absence of the Undergraduate Experience & Assessment Librarian

(April 2012 – March 2013), participated in first year student promotion and introduction sessions.

o Coordinated promotional material and giveaways, and represented the HMALC at Fall Campus Day.

o Coordinated promotional material, including novelty “UTM Library hash tag” buttons for giveaways, and represented HMALC at the Club Fair.

o Lead 2 Fall RezONE sessions (October 17th & 18th) Special Projects:

§ Co-‐designed the re-‐imagined HMALC advertisement for use in UTM Registration Guide.

§ Collaborated with Library Community Development Leader & Supervisor to

articulate and plan special projects and social media engagement events for student volunteer program.

§ UTM Library Webpage Refresh


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o Participated in the planning and execution of the UTM Library Webpage move from Drupal 6 to Drupal 7, including strategic decision making, content re-‐organization and ongoing internal technical assistance and training support.

§ Behaviour Changing/Community Building through social media

o Introduced #UTMNerd hashtag, as student self-‐identification technique (students adopted and use this hashtag now).

o Organized #UTMPhotoChallenge contest, asking students to submit specifically themed photographs each day through winter exam week, posting and promoting submissions on social media and digital signage.

§ UTM Library Harlem Shake

o Organized, planned, executed, and edited/produced UTM Library’s Harlem Shake video within a 3-‐day span, including recruitment of participants (staff and students) and props.

o Promoted video via social media. 2. SERVICE TO THE UNIVERSITY, LIBRARY AND PROFESSION: Committees

§ Member, TRY Conference Planning Committee § Member, UTM Marketing and Communications Committee § Member, UTL Outreach Committee § Member, UTL Mobile Web Working Group § Member, UTML Social Committee

Other § Member, Mobile Web Design & Strategy Team § HMALC Future’s Planning Initiative. § Member, HMALC website rollover team § Member, Ontario Library Association

Training/Presentations § Social Media Tools & Skills, March 26th,

2013. Finance Learning Centre Speakers’ Series § Represented HMALC at the iSchool Employment Fair

January 11th, 2013. § Facebook Workshop, UTM Library GenONE program

February 6th, 2012. § LDC Presentation | Social Media and You: How? [Part b]

October 25th 2012. § LDC Presentation| Social Media and the Library: What? [Part a]

September 27th 2012.


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Conference Presentations

§ PSEWEB Conference, Halifax | “Social Media in Academic Institutions” [Speaker] July 16th-‐18th 2012

§ OLA Super Conference | “Confessions of a Social Media Librarian” [Speaker], “OCULA New Librarian Residents: what you don’t learn in library school” [Panel Speaker] Jan. 31st – Feb. 2nd 2013

§ iSchool Conference | “Professional Librarian Panel” [speaker] March 23rd, 2013

3. RESEARCH AND SCHOLARLY CONTRIBUTION (if applicable): Contributions

§ “It’s Social Media Time” Foreword Newsletter article April 2013 § Wrote the OCULA Social Media Brief


§ Was interviewed and provided statistics for an article in Ontario Online Learning Portal for Faculty & Instructors -‐ Pockets of Innovation, promoting HMALC’s social media efforts, innovations, and outcomes http://www.contactnorth.ca/pockets-‐innovation/engaging-‐students-‐through-‐social-‐media-‐university-‐toronto-‐mississauga-‐library

Proposals “Confessions of a Social Media Librarian” OLA Super Conference 2013| presented January 31st 2013 “Social Media Strategy & Engagement : Why Questions Take You Beyond Answers.” PSEWEB Conference 2012 | selected & presented in Halifax July 2012 Scholarly Work/ Research in Progress

§ Adaptation of Social Media Strategy & Report into practical paper for

journal publication submission. § Scoping research of Social Media Behaviour and Usage trends in

academic environments, in progress for journal publication submission

DEVELOPMENT ACTIVITIES DURING 2012/2013: Continuing Education/Professional Development

§ NXNE media and Marketing Conference June 12th – 15th 2012 § PSEWEB Conference July 16th-‐18th 2012 § OLA Super Conference [Speaker] Jan 31st – Feb 2nd 2013 § iSchool Conference [speaker] March 23rd 2013


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Publication & Conference Presentation


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TRY Conference Presentation – May 2012

PSEWEB Conference – July 2012


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OLA Super Conference – January 2013

Presentation Slide deck: http://www.evastepanian.net/?p=28


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www.evastepanian.net