The Manager's report back on a review of the City’s social media platform usage policies

Social Media Platform Evaluation Framework

This framework is intended to ensure that the City’s use of social media platforms is strategic, sustainable, and aligned with organizational priorities. It provides guidance for evaluating whether the City of Cambridge should establish a presence on a new social media platform or continue operating an existing account. This tool is meant to assist staff with decision making process, and we have intentionally avoided creating a score card model. 1.

Strategic Purpose Before the City chooses a platform or evaluates whether to continue using one, the City should first clarify the purpose of the account. What communications or operational objective would the platform support? How does the platform align with the City’s overall organizational social media strategy? What would success look like? Is there an existing City platform where this information could be shared instead?

Examples Providing public information Reaching specific audiences Supporting community engagement Publishing critical communications, including emergencies Driving interest to City services or programs Reaching audiences not effectively served through existing channels

Key Metric

Alignment with measurable goals (reach, engagement, traffic to City services, customer service response, or reaching a specific audience) If a platform cannot clearly support a strategic goal, set measurable objectives, or align with the overall organizational social media strategy, the City should hold off on creating an account or consider sunsetting existing accounts. The City’s Communications Office encourages all departments, who operate and don’t operate platforms, to share ideas and content for publishing consideration on the City’s primary accounts.

2. Audience Presence and Demographics A platform’s value is largely determined by whether the City’s intended audience is active there.

Key Question

Do platform users match the City’s intended target audience (for example: age distribution, geographic location, interests, and behavioral patterns)?

Metrics to Examine

Percentage of the target audience using the platform Active users in the City’s geographic region Engagement rates among relevant audience segments Average time users spend on the platform Website traffic to key program or service-based pages. If the intended audience is not active on the platform or engagement is limited, it will likely have low strategic value. In those cases, the City should withhold in creating an account or consider sunsetting existing accounts.

3. Content Fit Different platforms reward different types of content. The City should evaluate whether it can effectively produce content that aligns with the platform’s format, expectations, and posting cadence. Can the City consistently produce content that performs well on this platform? Can administrators develop an initial set of proposed content (e.g., at least 10 posts) prior to establishing the account?

Can the City produce a mix of content formats required for the platform (e.g., static posts, short- form video, photography, and branded graphics) Engagement rates by content format Reach Website traffic from a platform Production cost by content type (e.g., text, images, graphics, video) Ability to maintain a regular posting cadence and respond to valid questions/concerns and to correct misinformation.

Established benchmarks and growth targets (weekly, monthly and quarterly) If the City cannot consistently produce platform-appropriate content, manage engagement, and evaluate performance, it should hold off on creating an account or consider sunsetting existing accounts.

4. Peer Use Landscape Understanding how peer communities use a platform can provide insight into its potential value. Are peer cities or comparable communities active on the platform? How are they using the platform? What type of content are they posting (subject matter and format)? Are they achieving meaningful engagement?

Peer community follower growth Average engagement per post Content formats performing well for peer organizations Relative visibility or share of voice If peer communities demonstrate strong engagement on a platform, the City may consider pursuing the platform, if it aligns with the City’s overall strategy and other evaluation criteria are met. If peer communities experience low engagement or are leaving a platform, the City should carefully evaluate whether it still aligns with other considerations.

5. Resource Capacity Operating a social media account requires ongoing staff capacity. The City should evaluate whether sufficient resources exist to manage the account effectively.

Activities to Consider

Staff training

Content creation and workflows Posting and scheduling Monitoring comments and feedback Responding to messages Reviewing analytics and performance Occasional evening and weekend coverage Estimated staff hours required per week

Staff availability

Content production costs Ability to maintain consistent posting and visibility into comments If staff cannot maintain consistent activity, the City should hold off on creating an account or consider sunsetting existing accounts. Dormant accounts can negatively impact credibility and public trust.

6. Platform Algorithm and Discoverability Platforms vary in how easily content is discovered by new audiences.

Evaluation Factors

Organic reach potential Content ranking and delivery

Algorithm-driven discovery

Search and hashtag behavior Availability and cost of paid promotion (if the platform prioritizes paid promotion). Ability to leverage available platform features and tools Average organic reach Discovery versus. follower engagement

Viral potential

Advertising cost metrics (e.g., the cost to read 1,000 advertisement impressions - CPM)

7. Risk and Brand Considerations Some platforms present higher reputational or operational risks.

Evaluation Factors

Comment moderation requirements Platform toxicity or harassment levels Brand safety concerns Regulation, ownership, or governance risks Potential for misinformation or misuse Public record retention The City should consider whether these risks can be effectively managed before establishing or continuing a presence on a platform.

8. Overall Measurement and Return on Effort The City should evaluate whether meaningful performance metrics can be collected.

Key Metrics

Engagement rate

Reach

Follower growth

Click-through rate

Conversion to City services or information If a platform cannot reasonably connect to measurable outcomes, it may not represent an effective use of City resources.

9. Opportunity Cost Every additional platform requires time and resources.

Key Question