 So it's my great pleasure to introduce our first session with these guys who are standing right next to me here, Adrian Kingston and Amanda Rogers from Te Papa. So Adrian is the Digital Collections Senior Analyst where he does many things, the main one of which is managing the access and preservation of Te Papa's digital collections. And Adrian was integral to Te Papa's recent work to open up their digital collections for high resolution download and presented a really great evaluation of this work at the museums and the web conference at Melbourne last week actually and I think your slides are online somewhere and it's really worth checking out. And Amanda Rogers, who I think hasn't, you haven't been at Te Papa too long, is that right? No, just over three months. Just over three months. Amanda is the social media advisor here. She looks after a multitude of online communications channels including Facebook, Twitter, YouTube, and Instagram and prior to that Amanda coordinated the social media for the Green Party and she also has a master's degree in science communication. So please join me in welcoming Amanda and Adrian. And I should say that I proposed this paper before Amanda even existed so she didn't know what she was getting in for and so it's kind of a tag team thing. Some of the stuff that I worked on last year and then sort of handing over to Amanda so yeah, I'm the old hand who will waffle on and this is the new blood. So last year, late last year we didn't audit of all our social media channels because it was becoming evident that there were a lot of them. The idea was to see where we're currently represented, find out whether there's actually any activity on them, figure out what they're trying to do, if anybody is actually using them and see which are currently active and which could be retired and actually try and look at the audiences and see if our perception of the audiences actually match up with the global understanding of the audiences on the different platforms. So there's that kind of stuff. And looking for exemplar cases because this is hardly a new subject, you know a lot of museums and glam's are doing this really well so there's plenty of people to look to and of course to see what we might actually need to do. So I discovered 26 social media accounts across eight platforms and just yesterday I found another one. So there's definitely still a few hidden but what I found was six Facebook accounts, two of them abandoned, seven Twitter accounts, one of them abandoned, two Word Presses, one of them abandoned, was filling up with spam comments, one YouTube but a very confused YouTube used for all kinds of things. Probably one of the cases where we should have actually had more than one. Six Flickr, five of them abandoned. So it wasn't a great scene, one Pinterest abandoned. We actually, it took us a long time to even find the password and things for that. One new Instagram account, one Google+, which was barely maintained at the time. So this is an example. This is a group that was started up by the Tapa Flickr called Tapa New where it asked for people to contribute photographs of people at Tapa and it was going to be this amazing marketing thing, 11 photos and since 2007. So just sitting there doing nothing. It's a purpose history team and I can see Kirstie. So this was an account that was started to seed a group, a Flickr group that was set up to try and get photographs of memorials from around the country. That worked. There was a number of images that were added to the group but that group was closed after the project but this page is still sitting there doing this. No clear understanding of what it's for so it needs to be showed down. This is the OurSpace Twitter account. So it opened in 2009, it had a few tweets, it wasn't that bad but it went through many hands and the last hands, Pamela isn't here, kind of got the naming a little bit wrong so it ended up looking like a personal account. But you'll also see that it was the last tweet, the last real tweet was 2011. So again, abandoned. These last two were us shutting down OurSpace. So you know, it's easy for these things to happen. So we were able to find current owners for most accounts, not all, but there wasn't really any across the organisation's understanding of how other people could use those channels or what was appropriate. There was silos basically. And so we definitely needed more transparency. In the audit we also found that there were a number of places that we weren't which is fine, things like Reddit where you can't actually have an organisational account and Tumblr which we don't use and every now and then it says, we should be on Tumblr and it's like, well, why? And you don't need to be on everything but we should be monitoring them. So that's actually one of the things that we are looking at now. And then there were other things which aren't strictly social media but we kind of have a presence on. We have a significant presence on TripAdvisor as one of the number one destinations but we didn't have a policy of how to respond to comments or complaints or anything like that so we need to look at that as well. And then once you start looking at that then you've got Foursquare Swarman, Google Maps reviews as well. So it was a mess and that's, you know, so I just needed to step in and take a look. It happened because we had no organisational social media strategy. Most of the stuff was traditionally marketing focused which is, you know, not uncommon for social media. Uncertain resourcing of the social media coordinator role which is why I'm actually standing here talking about social media when it's not my job. We had a lot of short-term contracts and things like that and it was becoming apparent that things were just a little bit of a mess. No clear requirements for the creation of social media accounts, basically anyone could just put a top name on an account and set it up themselves. No transparency and understanding of social media goals and objectives and no use of reporting and analytics. And the classic to Papa, project mentality, set something up and then walk away. We do that with exhibitions and things like that and of course you can't do that with digital channels. Yeah, deliver and walk away. So ongoing resourcing is just not an idea that sort of comes naturally to a lot of things here. So the plan is retire the abandoned accounts. This is actually kind of based on some work I did at Digital New Zealand shutting down some old services and things. Basically having a really clear process about how to do it. Confirm the ownership or lack of contact platforms for locked accounts which dealing with Yahoo and stuff is not much fun. Record metrics around use and followers, etc. Because if we're going to shut it down, we want to at least have archived what had happened and then archive the content including some screen shots so we can see what it looked like and then kill it. And then keep all that information in our electronic documents record management system as part of the Public Records Act. And then actually look at underperforming accounts as well. There are some that are kind of active but do they really need to be there? Are they delivering value for the people who are following them? And the Te Papa Collections online account is a good example of it. So we need to look at whether there's been, whether there needs to be a health check and maybe one or two of them should be merged or retired or have their approach updated. Another thing that came out of the audit was the idea of doing a survey. It's all well and good us saying, well, it looks like it's kind of useful but do we actually know that we're doing a good job? We get some ad hoc feedback but the National Museum of American History did a survey in 2014 and it was very enlightening for them. And they changed their approach for some of their channels. And so we haven't done it yet but I think following a similar approach would be really good for benchmarking and could be something that then could be sort of followed up around the world. Find out what we do, what we don't do well, and make sure the content is relevant and enjoyable. And find out where else they are and where else they would like us to be. We haven't done yet. But as a quick aside, one of the things that I discovered while I was doing this was that there is a social media, International Museum, social media Facebook group which if you're interested you should join because it's a great place to get advice, find out about these surveys and things like that. And of course social media is a great place to ask about social media. There are a lot of people out there who are working in GLAMs across the world and it's a great place to get some really useful information. So that's good, shut things down. Find out what we're doing well, what we're not. But we're always going to want to make new campaigns, platforms, you know, things like that. So come up with a template that actually forces people to answer the series of questions rather than just set something up randomly. So who are you trying to reach? What platform are they on? How do they speak and do they want you there? But that's the short version. There is a much longer version. So we developed a platform that anybody who wants to create a new account or platform or campaign has to fill in. And it puts the audience first, not the museum's amazing idea, which is generally untested. Trying to make sure that the account actually has an audience on the platform that they think it does. And look at all the ongoing tools, resourcing content, all those kinds of things, identify at the beginning rather than making it up as you go along and having measures of success and constant analysis of whether it's actually working. And then we'll jump here on platforms because they are shiny and new. And we have a core social media group and the idea is that it will be the social media group that kind of can say yay or nay. Not to be gatekeepers, but to make sure that this is actually happening and because they will have the overview across the organization to make sure that we don't have clashing accounts and campaigns. So some basic stuff, cost, sometimes it's cost, technical resources, how much time resource are you actually going to do? So there's been things in the past where it's been set up and then no one actually has time to monitor it. Duration, is it a short-term project or is it ongoing? And then a launch plan to make sure that it actually goes out properly. Then actually identifying an audience. And a lot of the time it's like I would use this because blah, blah, blah, but we're not the audience. Find out what they actually want from the project. How will they benefit? What's actually in it from them? Do they actually want to hear from us? Do they want to hear from us in the way that we talk? And what question are we actually answering for them? And the classic one, will it actually promote engagement or improve experience? A lot of the time it's we set something up but we don't know what we expect in return. What platform account name? Even account name is something that's come up recently as a, are you sure you want to use that name? Is it a new account? Why this platform? Why can't you use an existing channel? That's one of the ones that kind of cuts off a lot of people to start with. Intended tone and voice, relate projects, external examples, et cetera. And then platform-specific things as well that people often haven't thought of before going into a platform, particularly new platforms. What does your retweet actually mean? How often are you going to do it? Are you going to favorite things? How are you going to reply? Are you going to follow everybody or just selected people? Similarly with Facebook and all of the other platforms. Those kind of specific things that tend to come afterwards. And risks, of course, we have to have something in there around risks and there are lots of risks with social media and that's fine. But it's just a matter of understanding how to mitigate them. And a criticism response plan is a key thing and keeping other departments involved and how that might work as well. Terms and conditions. Which are a minefield in themselves, in terms of intellectual property and things like that. And measures. So, actually tell us what you think success looks like and is it actually achievable? So these are just examples because it's hard to say, well I think, I don't know, I'll get lots and lots of followers or something. Something that's actually achievable and measurable. So, and it could be a whole range of ways of doing it, depending on the type of content and the platform. How will you actually monitor it? We've got platforms that are completely unmonitored, so we didn't see all that spam going into that block. And then there's a whole lot of tools that you can use that are really interesting. So, Hootsuite's fairly classic, but there's really cool things that you can do with, if that, then this, which combines APIs. So I've got one that looks for all types of mentions of Tapa in Twitter and then actually stores them in a Google spreadsheet. And then, yeah, all the other things that you can do as well. So, Twitter and Facebook analytics have got a lot better. So there's no excuse anymore for not measuring things. Ongoing review, so actually stating that there will be a review period. Every two months, every three months, something along those lines. And having it quite formal. So looking against the measures, seeing if you're meeting them. If not, why not? Do we need to pivot a little bit or do we need to start shutting it down? And that's where the classic exit plan comes in. And I think it's a really good idea to think about that before you launch rather than waiting to see. Because it's always too late, someone leaves or something along those lines. So, exit plans and handover plans and things like that. So it's in drafts still, but it has been used a couple of times. Those two times, we kind of had self shutting down of the ideas so they could see that they couldn't answer those questions. So they found other ways to do what they were wanting to do. But we also need to get it embedded into the bigger processes that Papa have here. So that social media is considered really early on in the exhibition and marketing design processes. There was a bunch of other ideas that came up as well. So we have formed a core social media group. We'll have a larger group later of practitioners. And then we started looking at all the issues that we could come up with. And we used lean coffee. And I suggest lean coffee is a really quick way of prioritizing a whole lot of range of ideas. Basically, everybody throws their ideas out, see where they line up, and then they actually start prioritizing them. So our prioritized list came in, the first one's kind of important, security. We found that password management was incredibly bad. Coming up with a content strategy, looking at common tools that we can use across all the platforms. And that includes analytics. And looking at transparency, actually telling the business a lot more. What it is that's happening. How they can be involved. All those kinds of things. It's amazing the amount of times that you'll be on a platform personally and you'll stumble across it to pop a thing. And this is kind of yet another crack at getting our ducks in a row. I remember we had an initial meeting when we were doing this audit process late last year. And one of the curators who's proficient at social media, he said, it's great that we're meeting as a group, but it's just gonna fall over again, isn't it? So we need to make sure that doesn't happen. And this is where I hand over to the new blood. So I guess my, one of my main impressions starting here was this is quite bad. And I didn't really sign up for 26 social media accounts. I'm used to managing five, not including a blog. So yeah, Tabapa was basically full of all the things that I've been told were the worst thing you can do on social media, which is to have all these ghost towns, which no one is responding to, or these unanswered questions and messages, and basically a place where no one knows what you're doing there. There's been no strategy as Adrian mentioned. And of course, if there's no strategy, there's no transparency of what you're trying to do as an organization. There's nothing that people can refer to. No one can see your goals or your objectives for having these platforms, not just where you are across 26 of them, but what you're actually doing on them and why. And I think those last couple of things have led to people wanting to create the types of social media accounts that don't necessarily fit this criteria and have inevitably ended up abandoned. Whether it's people not imagining that their content is perhaps interesting or core to Papa enough to end up on a main account, or whether they don't clearly understand why to Papa's using social media as an organization. It was almost the exact opposite at Parliament in my last role, dealing with MPs who all imagine that their content is relevant and core enough for the main social media accounts. I guess my other main impression is that there's a world of opportunity. There are these amazing stories and amazingly visual stories coming out of to Papa. It isn't just exhibitions for sure. We've got scientists at the moment studying how far penguins in Marlborough versus Wellington travel for food on their lunch break or during the day, which is 100 kilometers in Marlborough, I think in two to four kilometers in Wellington Harbour where they're a lot more lazy. So hopefully we'll be doing a little bit of social media around that soon. There are repatriation projects. There are Hawaiian clerks that have been donated to Cook eventually going back to Hawaii. There are amazing acquisitions in all sorts of things to cover. Yeah, so to Papa has sort of old-school communication or people problems as well as these well-described social media issues. A couple of examples which came up lately, which sort of illustrate the point, quite well were requests for a new Twitter account for a long-term project. So that is something that will be needed. But the group who requested it had no content, no FAQs developed and there's quite a level of risk and no design, no brand assets, virtually otherwise. The reason why was while we were on a presence, everyone's in Twitter, we want to start talking about things without actually any plan content. So yes, it's needed, but you're not necessarily ready, so that's just something to clarify without social media goals and objectives. Another example was a request for an Instagram account which only had one purpose, which was to seed content to a hashtag for another project, almost an audience engagement project. So photos with this hashtag will end up in the gallery. But of course, I think in this case, the person requesting it didn't realize that this was something that could be done via the main account. And that, yeah, it was something that in fact, it fit with the objectives of a main account. So yeah, there's I guess this idea that I might need to do something separately and start my own presence or it won't happen at all for my project. So the first step is to develop a strategy with our core social media sort of working group before it develops into a larger group to talk about things like content, who has access and more importantly, how we actually use social media, how we talk, carry, respond, tone of voice and using it as a two-way communication tool, not just a publishing platform. And yeah, I think if our main channels reflect the diversity of work a bit more rather than being marketing-driven, then you'll get less need or perceived need for separate accounts. And that's also what audiences want, I think, rather than just exhibition-driven main accounts. So one thing we've started to do is to decentralize our publishing. In an organization like this, we've got so many subject experts in interesting environments, it's sort of crazy to have one or two people actually publishing, creating content and then also looking at and perhaps contributing to things in social media. So we've started to give Instagram access to curators and subject experts on sort of a one-on-one basis as we're able to meet with them and go through what we expect, what makes a good post, that kind of thing, see how much they already know. And then reporting, I guess, is another major part of it, just publishing each week, what did well on social media, what didn't, letting people know our successes and failures throughout Te Papa. So this is from our Pacific Cultures Curator, Nina Tonga, who is in Tonga, for a week. And she said, oh, can I send you a few pictures from my trip? And I said, why don't you access our Instagram account, sign off as yourself and let people know what you're doing there, which she did really, really successfully. So Nina, when she comes back, we'll get the Golden Goat, which was given to us by visiting delegation. We don't actually know what it is for, what it was for originally. It predates the entire communications team. But yeah, I guess it's just part of making things transparent and putting out posts on our internet as well as we get time to go around and talk to people about social media, what makes good social media. And there's some of our lessons, I refuse to use the word learning. Yeah, so these are developed by both of us. And it's pretty obvious stuff that we've just been talking about, but nothing really surprising. But yeah, we need to do everything that we just said that we need to do. One thing is you don't have to be on every platform. We all know that. But it is actually worth trying things out, trying to stay on top of the social media game. Periscope is really interesting right now. But the way to do it isn't to test with a branded account, it's to test with your own personal account or something first. Get a feel for the platform, get a feel for the audience and the technology and then try and figure out whether it's useful or not, not just jumping on because it's new. That's it. Thanks. So if anybody has a question for Adrian and Amanda, I think we've got probably time for one or we've got one at the back there. So the question was how big is the communications team? So three full time and one almost full time. I did most of the order and I'm not on the comms team. We're all new in the comms team, so we've all started this year. Is your strategy available to any of us who might be interested in putting our hands on? Well, we don't have a strategy yet, but we do have the template for the proposals, which I could make available. I'll add a link into the presentation. And so the presentation is available online as well. So I mean I'll tweet it later. Do you have any issues with distributive hosting? Will you decentralise? Not yet. I imagine it will be available to a wider group than just curators and collection managers. But I think it's something to start doing as we have the ability to talk to people one-on-one and to start with Instagram, where there's sort of models for that being done really successfully and possibly move to other channels after that. Before remainder's time, there was one. And it was when Instagram was very new. And we had audience engagement people posting about 15 very bad photographs of kids dressed up as robots and cardboard and stuff, and basically just flooding people's Instagram accounts with non-Instagrammy pictures. And it was just a complete lack of understanding of the audience. And the fact that they didn't have access to Facebook, because no one was allowed access to Facebook, so they used what they thought was available, but just not right. So learning. Learning is... We've only had one person with access to Twitter tweet about what final he wanted a club to play recently, so that's been your only non-work, and unanticipated. I'm going to be cheeky and take one more question, because I love you. Do you want to ask one, or...? Sorry, what was the question? I do. Oh, if... It's called IFTTT. If that, then this. I don't know. I mean, it's basically a tool that you can bring a whole lot of collections of APIs, of standard services together, and you make recipes. You build new data gathering or any of those kinds of things. And it's got Gmail, it's got all the Google Drive and all those kinds of things, Facebook, Twitter, Evernote, anything you can think of. It's really useful. OK, we better wrap it up, but let's thank Adrienne and Amanda again.