National Academies Press: OpenBook

Uses of Social Media in Public Transportation (2012)

Chapter: Chapter Six - Conclusions

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Suggested Citation:"Chapter Six - Conclusions." National Academies of Sciences, Engineering, and Medicine. 2012. Uses of Social Media in Public Transportation. Washington, DC: The National Academies Press. doi: 10.17226/14666.
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Page 39
Suggested Citation:"Chapter Six - Conclusions." National Academies of Sciences, Engineering, and Medicine. 2012. Uses of Social Media in Public Transportation. Washington, DC: The National Academies Press. doi: 10.17226/14666.
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Page 40
Suggested Citation:"Chapter Six - Conclusions." National Academies of Sciences, Engineering, and Medicine. 2012. Uses of Social Media in Public Transportation. Washington, DC: The National Academies Press. doi: 10.17226/14666.
×
Page 40
Page 41
Suggested Citation:"Chapter Six - Conclusions." National Academies of Sciences, Engineering, and Medicine. 2012. Uses of Social Media in Public Transportation. Washington, DC: The National Academies Press. doi: 10.17226/14666.
×
Page 41
Page 42
Suggested Citation:"Chapter Six - Conclusions." National Academies of Sciences, Engineering, and Medicine. 2012. Uses of Social Media in Public Transportation. Washington, DC: The National Academies Press. doi: 10.17226/14666.
×
Page 42

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39 Social media comprise a group of web-based applications that encourage users to interact with one another. Facebook, Twitter, and YouTube are among the best known social media channels; others include Flickr, LinkedIn, Foursquare, and MySpace. This synthesis explored how transit properties use social media. A review of the relevant literature in the field was combined with findings from a survey of selected transit agencies in the United States and Canada to report on the current state of the practice. Based on survey results, several case examples were developed to describe innovative and successful practices in more detail. Overview Of SOcial Media Interactivity is what distinguishes social networking sites from traditional (or “static”) websites. Social media platforms encourage users to share their experiences, opinions, knowl- edge, and sometimes their locations with one another. These connections can contribute to a sense of engagement or loyalty among users. Agencies and officials at all levels of government use social media and, according to one study, 66% of government agencies used some form of social networking in 2009. Most government agencies report they use social media to stay engaged with citizens, for public information and outreach, and for employee learning and development. Transportation officials often take advantage of the real-time nature of Twitter and Facebook to post service updates and announcements. The characteristics of social media users are not yet well documented and questions remain about whether social media platforms can bridge the digital divide, or the gap between people who have access to IT and those who do not. Although not conclusive, research suggests that social media attract users from multiple demographic categories. Based on statistics compiled for 19 social networking sites, the average user is 37 years old; 53% are female. Although the vast majority of adults aged 18–29 were social networkers (86% in 2010), so were nearly half of those aged 50–64 (47%) and a quarter of those 65 and over (26%). Older users are adopting social media at a faster rate than younger adults; for example, the number of Internet users aged 50–64 who used a social networking site grew 88% between 2009 and 2010, whereas the growth rate was 13% for those aged 18–29. The survey shows that indi- viduals with more education and higher household incomes are more likely to use online government services than others. Research about social media by race and ethnicity is still limited; however, some recent surveys suggest that minority Americans are active users, at least as far as mobile access is concerned. African–Americans and Hispanics are more likely than whites to own a cell phone and about one-third of them use those phones to access social networking sites compared with 19% of whites. Research about other minority groups was not available. The science of measuring social media use is still evolving. Many social media platforms provide some level of built-in statistics. In addition to these prepackaged statistics, numer- ous free and fee-based third-party applications offer additional insight into the effectiveness of social media activities. HOw TranSiT agencieS USe SOcial Media The surveyed transit agencies considered the following goals for social media to be “very important:” • Communicating with current riders (97% of responding agencies) • Improving customer satisfaction (85%) • Improving agency image (76%). Agencies used different social media strategies to accom- plish these goals, but most used Twitter (91% of responding agencies), Facebook (89%), and YouTube (80%). Twitter was frequently used for providing time-sensitive information such as service alerts, whereas agencies selected both Twitter and Facebook for disseminating agency news, meeting and event notices, contests and promotions, and general service information. Responding agencies considered social media “very effective” in accomplishing the following: • Communicating with current riders (58% of responding agencies) • Distributing real-time information (43%) • Distributing general service information (42%). As these responses indicate, communicating with current riders was the most important goal for agencies and also the area where they considered social media to be most effective. For other highly rated goals, including improving customer satisfaction and agency image, survey responses showed a gap chapter six cOnclUSiOnS

40 between the importance of a goal and its perceived effective- ness. In a few cases, there also appeared to be a disconnect between stated importance and effectiveness. For example, agencies considered social media applications to be most effective for distributing real-time and general service infor- mation; these attributes did not rank among the most impor- tant for agencies on average. Although social media channels have users in all demo- graphic groups, survey respondents were especially likely to use these applications to reach everyday riders, young adults and students. Consistent with the way agencies reported using these platforms, they also rated social media most effective for communicating with these groups and the vast majority used Twitter and Facebook to do so. At the other end of the spectrum, agencies considered social media to be least effective for reaching seniors, people with disabilities, and low-income communities. Note that the survey did not define such market groups as everyday riders, young, adults, and low-income communities, and agencies may have interpreted them differently when responding. BarrierS TO USing SOcial Media Industry experts and survey respondents identified a series of barriers to using social media. These included: • Resource requirements—Agencies responding to the survey reported that staff availability was the greatest barrier to adopting social media. • Managing employee access—As the line between pri- vate and professional communications blurs, public- and private-sector agencies are having to address employee use of social media. • Responding to online criticism—Survey respondents expressed concern that social media would increase criti- cism from frustrated riders and disgruntled employees. • Accessibility—Although Internet accessibility for people with disabilities has improved substantially over the past few years, social media applications have lagged, and their heavy reliance on graphics, videos, and user- generated content has created accessibility challenges. • Security—Information technology professionals and Internet security experts warn that using social media could increase an organization’s exposure to a range of cyber threats, from spam to malware. • Archiving and records retention—Industry analysts believe social media will soon become subject to record- keeping and disclosure rules. • User privacy—Although public agencies generally have privacy policies governing collection and use of personal information on their own websites, social media sites on third-party platforms are typically governed by the privacy policy of the application. • Changing social media landscape—As the social uni- verse expands, transit agencies will have to work harder to keep track of changes in this dynamic environment and to adapt accordingly. SOcial Media POlicieS Although the practice is not universal, many public agencies have adopted social media policies to provide guidance for addressing these issues. Researchers at the Center for Tech- nology in Government identified eight common elements in government social media policies: • Employee access—Agencies usually manage access either by restricting the number or type of employees who can access social media sites or by limiting the types of sites that employees can access. • Account management—Many agencies required the chief information officer and/or the communications officer to oversee social media accounts. • Acceptable use—Agencies are struggling to define the lines between personal, professional, and official agency use of social networking sites. • Employee conduct—Most agencies referred to existing policies for employee conduct, although a few addressed some behaviors specific to social media, such as the need for transparency. • Content—Most agencies tried to maintain some level of control over online content, either by assigning man- agement responsibility or retaining the right to review content. • Security—Most policies echoed agency Internet security guidelines, although a few specifically emphasized the importance of password control. • Legal issues—While some policies simply advised employees to follow all applicable laws, several focused on records retention and others required sites to post specific disclaimers. • User conduct—About a dozen policies included rules of conduct for readers and commenters, including restric- tions on offensive language. Among the agencies responding to the survey, only 27% had a social media policy, but more than half (58%) had one in development. reSOUrce reqUireMenTS Most agencies indicated that the marketing and communica- tions departments were responsible for generating content for social media applications, either alone or with other depart- ments. Agency responses were analyzed based on operating setting (large urban versus small urban/rural). As might be expected, large urban agencies devoted more staff resources to social media than those operating in smaller environments. More than half of the large urban agencies responding to this question allocated at least 40 hours of staff time per month

41 to social media activities, including 23% that reported an investment of more than 80 hours per month. The vast majority of small agencies (86%) reported a commitment of 40 hours per month or less. Marketing and communications staff was most likely to participate in social media programs across the board. At large urban agencies, the reports ranged from a low of 2–3 hours per month to a high of 200 hours per month; at smaller agencies the range was narrower, from an estimated 3 hours to 20 hours per month. Among large agencies, social media responsibilities were also allocated to community relations staff (a high of 170 hours per month) and customer service (a high of 200 hours per month). Other depart- ments, for example, legal and human resources had a small role, if any. leSSOnS learned Surveyed agencies offered a wealth of advice and experience. Key lessons are summarized here, based on respondents’ perceptions of the challenges and benefits of using social media. Keep Social Media in Perspective For many agencies, social media users are perceived to be only a small segment of the rider population. Although this market is likely to grow, agencies stressed the importance of integrating newer social media with more traditional forms of rider communication. In addition, Bay Area Rapid Transit encouraged agencies to focus on providing basic rider information tools—including online trip planning and real-time service information—before spending time on social media. consider the Organizational impacts Several agencies emphasized the importance of obtaining the necessary internal approvals before implementing social media campaigns. New York’s Metropolitan Transportation Authority made sure to obtain reviews and approvals from in-house counsel before going online. Dallas Area Rapid Transit secured support from senior management before implementing its YouTube campaign. Agencies also stressed the importance of understanding the true costs of social media. Although these applications are generally free, or require minimal investment, the long-term costs of maintaining the sites, including frequent updates and active monitoring, can be substantial. Even sites specifying business hours discovered that readers expected answers to their questions at all times. When used effectively, social media can involve depart- ments throughout the organization. Meaningful responses from the appropriate departments result in more online credibility than excuses from communications or customer service staff. find the right voice The language of social media tends to be informal and conversational. Although agencies may not want to adopt the abbreviations that are characteristic of text messaging, they need to try to find the right voice for their social media communications. Agencies using social media stressed the importance of avoiding bureaucratic jargon and using humor whenever possible. Agencies also emphasized the importance of acknowledg- ing errors and taking responsibility for their missteps. Even if an organization cannot solve a particular problem, customers are more likely to believe that the agency cares about its customers and listens to their concerns. The principles of humility, transparency, and authenticity are paramount. listen, listen, listen Agencies generally reserved the right to delete offensive or inappropriate comments, but they viewed negative comments as an opportunity to learn from their customers and to correct misinformation. Social media can provide transit operators with unfiltered customer feedback. If they are willing to listen, agencies can learn what they are doing right and what they are doing wrong. Customers can also provide transit properties with valu- able information about conditions in the field. During a series of severe snowstorms that affected travel throughout the New York metropolitan area, messages from customers helped the Metropolitan Transportation Authority identify trouble spots. respect the Strengths of Social Media Social media are not simply new channels for traditional communications. Agencies that recognize this can take advantage of the unique strengths of each social medium platform and tailor their messages accordingly. Twitter, for example, can be best for immediate communications, whereas blogs may encourage more in-depth conversations. Several agencies use social media to direct customers to the main agency website, especially during special events or emergencies. Have fun In addition to its advantages for communicating with customers and stakeholders, social media can be fun. Posting entertaining content can remind customers about the people behind the

42 service and help the organization build stronger relationships with its community of riders and stakeholders. Just get Started Agencies followed different paths to social networking. Some used a measured approach; the Metropolitan Transportation Authority, for example, described its approach as crawling, then walking, and finally running. For TransLink, the Olympic Games provided an opportunity to test the reach of social media. Some agencies monitored other organizations’ efforts before they jumped in. However, no matter how they got there, agencies agreed that social media were worth trying. Keep Moving Social media are evolving and several agencies adapted their social media strategies as they moved forward. The challenge for agencies is to stay flexible, expect the unexpected, and adapt accordingly. areaS fOr fUTUre STUdy The synthesis study identified the following gaps in knowledge or areas for additional research. Social Media Policy Although industry experts believe that having a social media policy is critical, most of the transit properties participating in the survey did not have guidelines in place. About half were in the process of drafting a policy and others incorporated social media guidance into existing agency policies or developed discrete elements such as Facebook posting guidelines. A few smaller agencies, where senior executives developed much of the online content, did not see the need for a social media policy. Additional research could identify elements of a social media policy that are relevant to public transit agencies. Social Media Performance Metrics Social media platforms are generally free of charge, but they can incur long-term costs to an agency. Although the agencies responding to the survey were generally able to estimate the number of hours employees devoted to social media, most did not put a price tag on the effort. Moreover, most used a very basic approach to measuring the effectiveness of their social media activities by relying on informal feedback and using built-in metrics, such as counting “friends” or followers. Just over half used a third-party application such as Google Analytics. Although these metrics can provide a good over- view of activity, they do not provide all the information agencies may need to better understand the effectiveness of their social media activities. Additional research could provide transit agencies with the tools for estimating the costs and benefits of social media, perhaps by including sample metrics or performance indicators drawn from other industries. cybersecurity concerns Industry experts consistently emphasized the vulnerability of social media applications to security threats, including viruses and malware. However, most of the survey respondents gave this issue low priority, and the vast majority said they had not encountered any cybersecurity issues related to their use of social media. The reasons for this apparent disconnect are not known. The security threats may be overstated or the responding agencies may not recognize the potential impacts of a security breach. Another possible explanation is the com- position of the sample itself. Because only agencies already using social media were invited to participate in the survey, organizations that chose not to use social media because of security concerns were not represented. Additional research could explore this issue further to determine whether social media leave transit agencies particularly vulnerable to cyber threats and, if so, to identify recommended actions. access for People with disabilities Social media platforms lag behind the Internet in accessibility for people with disabilities. One study found that 62% of indi- viduals who use assistive screen readers considered social media “somewhat accessible” overall. Although federal agencies are required to conform to Section 508 accessibility guidelines for their web applications, some analysts argue that those rules do not apply to government use of social media sites, because the sites are privately owned and operated. Additional research could help organizations identify features to improve the acces- sibility of social media sites and contribute to the debate about how federal accessibility rules apply to social media. Multicultural considerations The demographics of social media users are not yet well documented and questions remain about whether social media platforms can bridge the digital divide. Although not conclusive, the study suggests that social media attract users from multiple demographic categories. For example, although the vast majority of adults aged 18–29 were social networkers (86%), so were nearly half of those aged 50–64 (47%) and a quarter of those 65 and over (26%). Research has shown that African–Americans and Hispanics participate in the social web, frequently through mobile devices, but limited information is available about other minority groups including Asian–Americans. Further research could provide more insight into the demographics of social media users and help determine whether public transportation agencies need to take additional actions to ensure that all riders can access online information and social networking sites.

43 integration with Other agency activities Almost all agencies responding to the survey coordinated social media with their marketing and communications plans. About three of four reported that they coordinated their social media efforts with service advisories and just under half with real-time service alerts. Despite the growth in mobile applications and traveler and citizen information services, only a few agencies reported integrating social media with these additional activities. Additional research could help identify the potential for better coordinating social media activities with other platforms for providing agency information. Potential revenues Industry experts anticipate growth in several areas, including location-based technology and social-buying services. Only about half of the surveyed agencies reported considering the revenue potential of social media, and information about the potential of these applications to generate revenue for transit providers is extremely limited. A few government agencies researched the potential of accepting advertisements on their website with inconclusive results, and one bicycle-sharing ser- vice used a group coupon service to sell new memberships in its program. Additional research could help identify the potential revenue opportunities associated with these applications.

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TRB’s Transit Cooperative Research Program (TCRP) Synthesis 99: Uses of Social Media in Public Transportation explores the use of social media among transit agencies and documents successful practices in the United States and Canada.

For the purposes of the report, social media are defined as a group of web-based applications that encourage users to interact with one another, such as blogs, Facebook, LinkedIn, Twitter, YouTube, Flickr, Foursquare, and MySpace.

An eReader friendly PDF version of TCRP Synthesis 99 is also available.

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