live@thelibrary by Andrea Ellison and Charlotte Parker
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live@thelibrary by Andrea Ellison and Charlotte Parker
- 1. Introduction Andrea Ellison Library and Information Manager Health and Wellbeing
- 4. Our communications approach Charlotte Parker Communications Business Partner Health and Wellbeing
- 5. 5 ROSIE R – research O – objectives S – strategy I – implementation E- evaluation
- 6. 6 Research ACORN research told us: • Oldham is made up of very diverse communities 22.5% belong to ethnic groups • 42% of our residents are unemployed • 69% of our residents use the internet daily • 31% of our residents do not own a car Our staff: • We employ nearly 2100 staff • 71% of these are Oldham residents
- 7. 7 Objectives • To raise the profile of the library, as a resource not only for learning, personal and social development but as a place to access live performance • To establish out of borough tourism through establishing the Performance Space in Oldham Library as a recognised venue for arts and community engagement • To be a viable endorsement of Oldham Council’s commitment to developing high quality services for its residents • To grow the membership base of the service attracting audiences between 1,500 to 2,000 per season and up to 50 new memberships.
- 8. 8 Strategy Budget - £6,000 Audience: • Library customers/lapsed library customers • Families • Staff • Arts and theatre enthusiasts • Wider community who have not engaged before
- 10. 10 E-newsletters
- 11. 11 Online advertising Adverts appeared: - Arts marketing sites - Parenting sites - Oldham Council website - Tourism websites
- 13. 13 Media - Trade (The Stage, The MJ) - Local (Oldham Chronicle) - Regional (BBC Manchester, MEN) - Ethnic minority (Probash Bangla, The Asian Leader)
- 14. 14 Internal communications • Team brief • Staff offers • Intranet advert
- 15. 15 Engagement
- 16. 16 Implementation Element Timeframe Key Metric Responsibility Spend Progress Family Life article Beginning July Web traffic, enquiries CP Free Sent out 7.7.15 Write copy for design of marketing materials July Web traffic, enquiries CP/RH Free Done Design of marketing materials: - Brochure - Poster - Online adverts (facebook, web banner, parent sites) - Vinyl for window - Theatre programme ads - E-invites - Team brief banner - Newsletter ads (Go See This) July n/a CP/Design £660 Brochure, poster – at print Big town centre posters £130.55 Facebook ads – live Vinyl for window – AE to ask Annie O’Neill – Not allowed E-invite – Done
- 17. 17 Evaluation Quantitative research 78 new members 1,973 audience members Qualitative research: • We have helped people learn, develop socially and personally: • I was inspired: 64% • I enjoyed spending time with others: 29% • I learned something new: 86%
- 18. 18 Lessons learnt 38% of web hits were from social media 31% of web hits were from search engines 14% of web hits were direct The weblink set up to track an advert in a theatre programme had a very limited number of visits
Notes de l'éditeur
- My name is Andrea Ellison and I am the Library and Information manager for Oldham Council libraries In terms of our presentation today, we are going to begin with an introduction by our Executive Director for Health and Wellbeing who will provide some contextual information about Oldham and our corporate approach to marketing and communications and the role of the library service as a front line service delivering key messages for residents After a few words about our library service in Oldham I will handover to Charlotte Parker who will talk in more detail about the marketing strategy for live@thelibrary. We will also have a couple of video clips throughout the presentation
- The aspiration and vision for Oldham Council libraries is firmly aligned to the vision of Oldham as a Co-operative Borough In Oldham we have a network of 12 libraries, which includes our flagship library, Oldham Library. The building which we share with Lifelong Learning is now 10 years old, A PFI building and architecturally stunning (views out towards Saddleworth etc). It is also a phenomenally busy library with around 50 000 visitors a month. We are an ambitious service – our service goal is to be among the best services in the country and of all our recent service innovations, building our cultural offer has been at the forefront of our plans. Libraries have always been a local community / cultural venue for events and activities such as author visits, poetry readings and theatre performances etc but when funding was made available through the Arts Council GftA (libraries) fund it provided us with the opportunity to rethink and rebrand our cultural offer – both the programme and the space from which we delivered the offer
- Uniquely, Oldham Library was designed with a purpose built Performance Space- but with a low level of technical specification and very much underused, it was a hidden gem within the Cultural Quarter of Oldham We therefore made 2 bids to ACE – one to improve the quality of the Performance Space through a capital fund which included new seating, lighting and a new Performance Space foyer and then we submitted a second bid through GftA (libraries fund) to develop ‘live@thelibrary’ - a proposal to bring together all the different parts of our cultural offer into a coherent cultural programme Here’s Ian Tabbron from the Arts Council with his thoughts on Live@thelibrary.... .
- Good afternoon, I’m Charlotte Parker from the council’s corporate communications team. I manage the communications for the council’s Health and Wellbeing Directorate, which Oldham Council Libraries is part of. The benefit of a central communications team is that all council services have access to a range of communications channels delivered by communications professionals including graphic designers, digital officers and communications strategists. We provide advice to all council services on the best way to meet their communication objectives, within the budget they have available and at all times ensure each communications campaign adheres to the council’s values.
- We work to the ROSIE model
- I’m going to take you through the launch season, Autumn 2015. Before we can produce a communications strategy, we need to ensure that we have research to inform our strategy – this ensures we are communicating with the right people, with the right channels and in the most cost effective way. Our research told us: Oldham is made up of very diverse communities – 22.5% belong to ethnic groups 42% of our residents are unemployed – this would affect our costing strategy 69% of our residents use the internet daily – this informed our choice of marketing channels 31% of our residents do not own a car – this informed our messaging – how easy Oldham Library is to get to using public transport
- So how would we achieve these objectives? We have a budget of £6000 per season We decided on our audience
- Research told us that nearly 70% of residents preferred online marketing channels so we ensured a large amount of spend was invested in these channels. We used a multi channel approach to cover all bases reserving the majority of spend for digital marketing. We used social media in three ways: Free campaign using the council and libraries’ social media accounts – a joint reach of 26k Investment in a paid for facebook campaign – £1000 of spend reached Oldham residents and encouraged out of borough tourism as we targeted people living within a 100mile radius. We asked artists booked to appear at L@TL to tweet about their upcoming shows which spread the word organically.
- E-newsletters were used to engage current and lapsed members who previously had used the library but who weren’t aware of the performance offer We also paid to be featured in Go See This Manchester, a weekly arts newsletter which is emailed to families and theatre goers across Manchester.
- For art and theatre lovers we invested some budget advertising on arts marketing sites within Greater Manchester Families – we advertised on local forums on websites such as netmums and mumsnet General residents – Oldham Council website Tourism websites – we advertised on Oldham’s tourism site and sent media releases to Greater Manchester tourism websites
- Our main piece of print is a season brochure distributed to All ouncil public buildings (children’s centres, schools, libraries, council information points) To encourage out of borough tourism, 10,000 brochures are distributed by a specialist arts agency to exernal arts venues in Greater Manchester (art galleries, train stations, libraries and museums)
- We target trade press (the stage, the MJ, Public Libraries News), local, regional and ethnic minority press. Achieving coverage in all, including a double page spread in City Life – a popular events guide from the Manchester Evening News.
- We’re the largest employer in the borough, 71% of staff are Oldham residents and they’re our ambassadors. It was imperative that we used free, internal channels to engage with them so that they could spread the word. Team brief – a fortnightly newsletter to all staff where we review the forthcoming shows Staff offers – 2 for 1 tickets to engage word of mouth Intranet advert – a banner advert to link to the live@thelibrary site
- We invest a lot of time in engagement Our front of house staff in our 12 libraries are trained in product knowledge and customer engagement. At the beginning of each season we brief them on the season’s content. Oldham is split into six districts, each of which has a team of officers who work with very diverse sectors of the community with excellent links to community groups and faith groups. We have worked closely with these teams to develop their understanding of L@TL so that they actively promote it.
- Once the strategy has been agreed, an implementation plan is put together this includes: Identifying all the elements needed – e.g. design of materials Timescales for each element Dedicating a responsible officer Identifying costs Reporting on progress Examples of our implementation plan are available to take away
- It is essential to evaluate our campaigns: To make sure our objectives are realistic and can be achieved To ensure marketing budgets are spent effectively and lessons can be learnt to inform future strategies From Autumn 2015 results:
- All our channels are monitored by giving each one a unique weblink to track web traffic. We found: 38% of web hits were from social 38% of web hits were from social media 31% of web hits were from search engines 14% of web hits were direct The weblink set up to track theatre programme had a very limited number of visits We concluded we need to ensure investment in social media is at least matched and that we continue with our printed materials – search engines and direct visits suggest visitors are coming from print and word of mouth. We should stop advertising in theatre programmes – very limited number of visits (single figures) to the dedicated URL.