We all want to know if the work we do is making a difference. But while "vanity metrics" such as list size or pageviews sound big and impressive, they can be misleading. Ultimately, they can lead to flawed decisions that doom membership-driven organizations.
What are the pitfalls of “vanity metrics”? Why do we rely on them? What are some alternatives? In short, are there better ways to measure how engaged members are with your organization?
These are just a handful of the questions tackled in the new report, “Beyond Vanity Metrics: Toward a Better Measurement of Member Engagement,” presented by Citizen Engagement Lab and the Mobilisation Lab at Greenpeace.
http://www.mobilisationlab.org/mobilisation-tools/beyond-vanity-metrics/
Mobilisation Lab: Grassroots Led Campaigns: Lessons from the new frontier of ...MobLab
Suddenly, people-led campaign platforms are everywhere. Ever since the spectacular growth of Change.org in 2011, people are starting petitions and running their own campaigns like never before -- saving hospitals, stopping industrial dumping, creating real change in their communities.
What is the real impact of all these campaigns? What does it mean for the future of social change? What lessons can we learn about how to be successful? We asked the minds behind the biggest people-led campaign platforms these questions, and more.
The answers are contained in our new report, "People-led Campaigns: Lessons from the new frontier of people-powered campaigning," authored by veteran progressive digital strategist Colin Holtz, and drawing upon interviews with Change.org, MoveOn.org, Avaaz.org, 38 Degrees CampaignsByYou, CREDO Mobilize, GetUp! CommunityRun, and more.
Beyond the First Click: How today’s volunteers build power for movements and ...MobLab
If movements and organizations invest in and cultivate supporters who are doing substantial and meaningful work, then does their reach, impact and odds of success increase?
That’s the question we set out to explore.
We wanted to look under the hood of organizations doing a great job engaging top-tier supporters and volunteer leaders. These organizations are creating opportunities for supporters and volunteers to make decisions and act on behalf of the organisation.
We sought to uncover insights, patterns and best practices that we could share with our colleagues in the nonprofit sector.
We interviewed 35 organizations and experts in eight countries. Beyond the First Click is a project of Capulet, Change.org and the Mobilisation Lab at Greenpeace.
May 22 Open Dialogue on Engagement in Pro Bono & Skills Based VolunteeringVolunteer Fairfax
Check out pro bono and skills based volunteering resources from Taproot Foundation and Volunteer Fairfax for the corporate employee and nonprofit partners. This type of volunteering is a growing trend, so we welcome local businesses and nonprofits who have had various levels of experience. Through the discussion of real life examples, implementation processes, successes and challenges both nonprofit leaders and corporate representatives will gain an understanding of how to engage in this type of programming.
Communicating Social Impact Better (WIAD 2018, Delhi)Sheel Damani
This deck is from a talk I presented at World IA Day, 2018 (New Delhi). It shows the approach to organizing information and its benefits for companies in the long run.
The session took a quick look at four NGOs analyzing their reporting approach (ONE, BRAC, Landesa and Movember are part of the exercise).
Co-Creation Workshop with MAF Grantees, Delhi, IndiaM4ID Team
Documentation of the workshop with a host of MAF grantees working with women’s health and rights issues. The objective was to map digital technology and communication needs of these organisations. The day saw professionals from advocacy, communication and research backgrounds from organisations including Breakthrough, CEDPA-India, CHSJ, HAQCRC, ICRW, IPAS, MAF, MAMTA-HIMC, NFI, Population Council, PFI, TARSHI and the YP Foundation.
To paint a clearer picture, here’s a few examples of issues these organisations address: maternal and new born care, family planning, reproductive health and rights for adults and adoloscents, child health and child rights, girl child education, women’s skill development and employment, preventing violence against women, women’s safety etc.
Developing a Coherent Social Strategy for Enterprise InnovationMindjet
In this presentation from Altimeter's Charlene Li and Mindjet's Milind Pansare, you'll learn how to develop a coherent social business strategy that supports enterprise innovation initiatives.
Ideas That Work: Extending the Success of Your Innovation ProgramMindjet
Companies that invest in developing strong innovation teams in their core product areas can extend that skill to other parts of the organization. In this eBook, Mindjet's Doug Collins looks at the skills your innovators are now developing and how they can be repurposed and extended.
Mobilisation Lab: Grassroots Led Campaigns: Lessons from the new frontier of ...MobLab
Suddenly, people-led campaign platforms are everywhere. Ever since the spectacular growth of Change.org in 2011, people are starting petitions and running their own campaigns like never before -- saving hospitals, stopping industrial dumping, creating real change in their communities.
What is the real impact of all these campaigns? What does it mean for the future of social change? What lessons can we learn about how to be successful? We asked the minds behind the biggest people-led campaign platforms these questions, and more.
The answers are contained in our new report, "People-led Campaigns: Lessons from the new frontier of people-powered campaigning," authored by veteran progressive digital strategist Colin Holtz, and drawing upon interviews with Change.org, MoveOn.org, Avaaz.org, 38 Degrees CampaignsByYou, CREDO Mobilize, GetUp! CommunityRun, and more.
Beyond the First Click: How today’s volunteers build power for movements and ...MobLab
If movements and organizations invest in and cultivate supporters who are doing substantial and meaningful work, then does their reach, impact and odds of success increase?
That’s the question we set out to explore.
We wanted to look under the hood of organizations doing a great job engaging top-tier supporters and volunteer leaders. These organizations are creating opportunities for supporters and volunteers to make decisions and act on behalf of the organisation.
We sought to uncover insights, patterns and best practices that we could share with our colleagues in the nonprofit sector.
We interviewed 35 organizations and experts in eight countries. Beyond the First Click is a project of Capulet, Change.org and the Mobilisation Lab at Greenpeace.
May 22 Open Dialogue on Engagement in Pro Bono & Skills Based VolunteeringVolunteer Fairfax
Check out pro bono and skills based volunteering resources from Taproot Foundation and Volunteer Fairfax for the corporate employee and nonprofit partners. This type of volunteering is a growing trend, so we welcome local businesses and nonprofits who have had various levels of experience. Through the discussion of real life examples, implementation processes, successes and challenges both nonprofit leaders and corporate representatives will gain an understanding of how to engage in this type of programming.
Communicating Social Impact Better (WIAD 2018, Delhi)Sheel Damani
This deck is from a talk I presented at World IA Day, 2018 (New Delhi). It shows the approach to organizing information and its benefits for companies in the long run.
The session took a quick look at four NGOs analyzing their reporting approach (ONE, BRAC, Landesa and Movember are part of the exercise).
Co-Creation Workshop with MAF Grantees, Delhi, IndiaM4ID Team
Documentation of the workshop with a host of MAF grantees working with women’s health and rights issues. The objective was to map digital technology and communication needs of these organisations. The day saw professionals from advocacy, communication and research backgrounds from organisations including Breakthrough, CEDPA-India, CHSJ, HAQCRC, ICRW, IPAS, MAF, MAMTA-HIMC, NFI, Population Council, PFI, TARSHI and the YP Foundation.
To paint a clearer picture, here’s a few examples of issues these organisations address: maternal and new born care, family planning, reproductive health and rights for adults and adoloscents, child health and child rights, girl child education, women’s skill development and employment, preventing violence against women, women’s safety etc.
Developing a Coherent Social Strategy for Enterprise InnovationMindjet
In this presentation from Altimeter's Charlene Li and Mindjet's Milind Pansare, you'll learn how to develop a coherent social business strategy that supports enterprise innovation initiatives.
Ideas That Work: Extending the Success of Your Innovation ProgramMindjet
Companies that invest in developing strong innovation teams in their core product areas can extend that skill to other parts of the organization. In this eBook, Mindjet's Doug Collins looks at the skills your innovators are now developing and how they can be repurposed and extended.
Venture Philanthropy in Development: Dynamics, Challenges and Lessons in the ...The Rockefeller Foundation
Rather than focus narrowly on venture philanthropy as market-driven investments that must create financial returns to be viewed as sustainable, this report takes a broader view of grantmaking and investment, one that deploys system-wide approaches, longer time-frames, higher levels of engagement, and rigorous but flexible forms of evaluation.
Digital/Social Media For Your UHNW/HNW Advisory Practice - CFA Institute Weal...April Rudin
Why it's risky for UHNW/HNW Advisory firms NOT to have a digital/social strategy? Some of the topics addressed include: Why is digital/social media such a big deal, and why is it considered risky not to have a digital/social media strategy? Where and how should a busy charterholder leverage resources in an effective social/digital marketing plan? What are best practices for using LinkedIn, Twitter, Facebook, and blogs to create visibility among prospective clients and create community among clients?
As millennials come of age in the workplace, getting them to stick around is becoming a concern. Elements of the employment deal like organizational culture, benefits and working conditions play a critical role in retaining top performers. During this spotlight webinar, millennial branding expert Dan Schawbel will uncover the elements that lead to a clash between generations and how employers can better leverage their programs to meet the needs of the young workers.
During this webinar attendees will hear:
How total rewards contribute to employee motivation
The key factors employees look for in positions and their connection to employee retention
Comparison of workforce generations and its impact on workforce planning
Nonprofit Organizational Capacity Building Scot Evans
A short overview of organizational capacity and capacity building for the community based nonprofit sector. Includes a discussion of capacities needed for movement building and social impact.
IN THIS SUMMARY
What if a meeting could change your life? In The Art of Convening, authors Craig and Patricia Neal offer a recipe for taking any meeting, gathering, or conversation and making it transformational. It starts with authentic engagement, the phenomenon that occurs when a person truly expresses what is true for them and listens attentively to what is true for others. Authentic engagement creates a feeling of connectedness that leads to better outcomes, no matter the purpose of the meeting. The authors define convening as the art of “holding” people in a safe environment so that authentic engagement can take place. The Art of Convening offers a set of practices and principles laid out in a logical sequence on a convening wheel. By following the points on the wheel, conveners can make any gathering better.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/art-convening
Why Volunteering Programs are no longer just for Large CompaniesGaurav Bhattacharya
Employee Volunteer Programs are no longer only for large companies!
With the latest generation of cloud-based solutions, any sized company can now afford a great employee volunteering platform.
Venture Philanthropy in Development: Dynamics, Challenges and Lessons in the ...The Rockefeller Foundation
Rather than focus narrowly on venture philanthropy as market-driven investments that must create financial returns to be viewed as sustainable, this report takes a broader view of grantmaking and investment, one that deploys system-wide approaches, longer time-frames, higher levels of engagement, and rigorous but flexible forms of evaluation.
Digital/Social Media For Your UHNW/HNW Advisory Practice - CFA Institute Weal...April Rudin
Why it's risky for UHNW/HNW Advisory firms NOT to have a digital/social strategy? Some of the topics addressed include: Why is digital/social media such a big deal, and why is it considered risky not to have a digital/social media strategy? Where and how should a busy charterholder leverage resources in an effective social/digital marketing plan? What are best practices for using LinkedIn, Twitter, Facebook, and blogs to create visibility among prospective clients and create community among clients?
As millennials come of age in the workplace, getting them to stick around is becoming a concern. Elements of the employment deal like organizational culture, benefits and working conditions play a critical role in retaining top performers. During this spotlight webinar, millennial branding expert Dan Schawbel will uncover the elements that lead to a clash between generations and how employers can better leverage their programs to meet the needs of the young workers.
During this webinar attendees will hear:
How total rewards contribute to employee motivation
The key factors employees look for in positions and their connection to employee retention
Comparison of workforce generations and its impact on workforce planning
Nonprofit Organizational Capacity Building Scot Evans
A short overview of organizational capacity and capacity building for the community based nonprofit sector. Includes a discussion of capacities needed for movement building and social impact.
IN THIS SUMMARY
What if a meeting could change your life? In The Art of Convening, authors Craig and Patricia Neal offer a recipe for taking any meeting, gathering, or conversation and making it transformational. It starts with authentic engagement, the phenomenon that occurs when a person truly expresses what is true for them and listens attentively to what is true for others. Authentic engagement creates a feeling of connectedness that leads to better outcomes, no matter the purpose of the meeting. The authors define convening as the art of “holding” people in a safe environment so that authentic engagement can take place. The Art of Convening offers a set of practices and principles laid out in a logical sequence on a convening wheel. By following the points on the wheel, conveners can make any gathering better.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/art-convening
Why Volunteering Programs are no longer just for Large CompaniesGaurav Bhattacharya
Employee Volunteer Programs are no longer only for large companies!
With the latest generation of cloud-based solutions, any sized company can now afford a great employee volunteering platform.
Unapredjenje poslovanja putem modernog kontakt centraBojan Jovic
Rezultati:
• Klijentima je omoguæeno kontaktiranje sa Delta Generali Osiguranjem putem nekoliko medija kanala ukljuèujuæi
telefon, e-mail i faks
• Obezbeðena dostupnost informacija 24 sata na dan, sedam dana u nedelji putem IVR sistema
• Kreirana baza podataka klijenata i potencijalnih klijenata sa moguænošæu arhiviranja i identifikacije poziva i sa
istorijom prethodnih poziva klijenata
• Uvedena nova usluga, jedinstvena u Srbiji, „Medic Call Center“ namenjena korisnicima privatnih zdravstvenih
osiguranja
La presentación contrasta las maneras adecuadas para poder prevenir la diabetes de la mejor manera posible, centrándose en aspectos como la alimentación, el ejercicio físico y el cuidado personal.
Optima Consulting es una de las consultoras
referentes en España en la optimización
y gestión de costes y la implantación de
procesos para que las empresas puedan
ahorrar hasta un 20% en sus gastos
generales.
Heller Consulting & Stayclassy's Webinar on Engaging New & Casual DonorsHeller Consulting
Slides from the webinar that Stayclassy and Heller Consulting presented on March 27th, 2014 on how to engage both new and casual donors. Nonprofit organizations can expect to learn about how to more efficiently communicate with donors and how to strategize and plan a year-long engagement calendar for your organization.
A Perfect Storm for Population Health - Teaching PreventionPractical Playbook
Practical Playbook Steering Committee Members Lloyd Michener, MD and Denise Koo, MD, MPH presented "A Perfect Storm for Population Health" at APTR's 2015 Teaching Prevention conference. The presentation helped described the forces that are coming together for population health improvement and the opportunities that are enabling these partnerships to succeed; and discussed innovative tools for those in the field to utilize in their population health efforts.
How to approach measuring the impact of your Intergenerational project. This is a fast-paced session designed to offer practical tools to map the impact of your work. Topics covered will include stakeholder mapping, theory of change and choosing useful indicators to understand how your work makes a difference in your local community.
BlogWell Bay Area Social Media Case Study: Thrivent Financial, presented by S...SocialMedia.org
In her BlogWell Bay Area presentation, Thrivent Financial's Social Media Relationships Manager, Stacy Eckes-Borys, explains how the member-owned brand used social strategies to build relationships with stakeholders during company transitions.
She talks about advocacy training tactics, streamlining approval processes, and how Thrivent's social plan gives members a voice and real-time feedback during times of internal change.
Changing Corporate Perspectives: Workplace Volunteer Programs - June 2015 BPN...VolunteerMatch
Are you eager to start a Workplace Volunteer Program, but wonder how you’ll get the rest of your company on board? Luckily, the notion of corporate social responsibility (CSR) is changing, and it’s becoming an easier sell to do good. Not only are nonprofit organizations becoming more savvy corporate partners, but companies are beginning to see a shared purpose in volunteer partnerships.
In this month’s Best Practice Network (BPN) Webinar, we’ll hear from Angela Parker and Chris Jarvis, co-founders of Realized Worth. Their years of experience in the corporate volunteerism field will lend to their discussion of the trends and challenges they’re seeing, recommendations on how to inspire employees to volunteer, and the corporation’s role in a higher calling. Their stories will energize you to launch the perfect workplace volunteer program for your company.
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Up the Ratios Bylaws - a Comprehensive Process of Our Organizationuptheratios
Up the Ratios is a non-profit organization dedicated to bridging the gap in STEM education for underprivileged students by providing free, high-quality learning opportunities in robotics and other STEM fields. Our mission is to empower the next generation of innovators, thinkers, and problem-solvers by offering a range of educational programs that foster curiosity, creativity, and critical thinking.
At Up the Ratios, we believe that every student, regardless of their socio-economic background, should have access to the tools and knowledge needed to succeed in today's technology-driven world. To achieve this, we host a variety of free classes, workshops, summer camps, and live lectures tailored to students from underserved communities. Our programs are designed to be engaging and hands-on, allowing students to explore the exciting world of robotics and STEM through practical, real-world applications.
Our free classes cover fundamental concepts in robotics, coding, and engineering, providing students with a strong foundation in these critical areas. Through our interactive workshops, students can dive deeper into specific topics, working on projects that challenge them to apply what they've learned and think creatively. Our summer camps offer an immersive experience where students can collaborate on larger projects, develop their teamwork skills, and gain confidence in their abilities.
In addition to our local programs, Up the Ratios is committed to making a global impact. We take donations of new and gently used robotics parts, which we then distribute to students and educational institutions in other countries. These donations help ensure that young learners worldwide have the resources they need to explore and excel in STEM fields. By supporting education in this way, we aim to nurture a global community of future leaders and innovators.
Our live lectures feature guest speakers from various STEM disciplines, including engineers, scientists, and industry professionals who share their knowledge and experiences with our students. These lectures provide valuable insights into potential career paths and inspire students to pursue their passions in STEM.
Up the Ratios relies on the generosity of donors and volunteers to continue our work. Contributions of time, expertise, and financial support are crucial to sustaining our programs and expanding our reach. Whether you're an individual passionate about education, a professional in the STEM field, or a company looking to give back to the community, there are many ways to get involved and make a difference.
We are proud of the positive impact we've had on the lives of countless students, many of whom have gone on to pursue higher education and careers in STEM. By providing these young minds with the tools and opportunities they need to succeed, we are not only changing their futures but also contributing to the advancement of technology and innovation on a broader scale.
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Beyond Vanity Metrics: Toward better measurement of member engagement
1. BEYOND VANITY METRICS
Toward better measurement of member engagement
Presented by Citizen Engagement Laboratory and Mobilisation Lab at Greenpeace | April 2015
2. CONTENTS
• About this study pg. 3
• The Basics pg. 10
How commonly used are vanity metrics? What are the pitfalls?
• Digging Deeper pg. 27
The Starters and the Seekers
• Key Learnings pg. 36
What are the key lessons? What would we like to measure?
• Starting points pg. 46
What are some alternatives to get us started?
• Moving Forward pg. 56
How do we get moving?
about | basics | deeper | key learnings | starting points | forward
2
3. ABOUT MOBILISATION LAB
We exist to transform how
campaigns are fought and won,
pioneering a powerful new era of
“people-powered” strategies that
amplify campaign impact and
create positive change.
The Mobilisation Lab at Greenpeace provides
the global organization and its allies a dynamic,
forward-looking space to envision, test, and roll
out creative new means of inspiring larger
networks of leaders and people around the
world to break through and win on threats to
people and the planet.
3
about | basics | deeper | key learnings | starting points | forward
4. ABOUT CITIZEN ENGAGEMENT LAB
We exist to provide a home for
those taking daring attempts to
close the gap between the existing
world and the more equitable and
sustainable one we all need.
CEL supports over thirty leading social change
startups across a broad range of issue areas that
reach millions of people across the U.S. As a
learning laboratory and network hub, we also
catalyze collaborative insights and shared
strategies that help accelerate the pace of change.
4
about | basics | deeper | key learnings | starting points | forward
5. AUTHOR AND ADVISORS
Colin Holtz, author, is a progressive writer and strategist who most recently
served as National Campaigns Director at Rebuild the Dream. He has worked
with CREDO Action, Dream Corps, Faithful America, MoveOn.org, and
SumOfUs.org. Colin previously served as a Senior Strategist at M+R Strategic
Services, Senior Email Campaigner for Advocacy and Elections at Organizing
for America, and Internet Director for Joe Sestak’s 2006 congressional
campaign. (Twitter: @cdholtz)
Michael Silberman, advisor, leads the Mobilisation Lab at Greenpeace, a
global team dedicated to pioneering a powerful new era of people-powered
strategies that amplify campaign impact and create positive change. (Twitter:
@silbatron)
Jackie Mahendra, advisor, is a digital strategy and storytelling expert who
serves as Director of Strategic Collaboration at Citizen Engagement Lab,
where she brings online campaigning leaders together to forge shared insights
and make a greater impact than they could alone. (Twitter: @jaxsun)
5
about | basics | deeper | key learnings | starting points | forward
6. WHAT ARE VANITY METRICS?
• Vanity metrics: data that are easily manipulated, are biased
toward the short-term, often paint a rosy picture of program
success, or do not help campaigners make wise strategic
decisions.
• Common vanity metrics:
• List size
• Number of petition signatures
• Open rates
• Website traffic
• As we will uncover, “vanity metrics” look different in different
contexts
6
about | basics | deeper | key learnings | starting points | forward
7. WHAT IS THIS REPORT?
• This report was sparked by practitioner concerns that
common metrics used by online campaigning organizations,
especially in fundraising and external reports, fail to
accurately measure engagement.
• That’s especially troubling for organizations whose core
strategy for advancing their mission is to engage large
numbers of their members at a high level over time.
• The question became: Are there better ways to measure
how engaged members are with your organization?
7
about | basics | deeper | key learnings | starting points | forward
8. METHODOLOGY
• First, we collected responses to a five-question online
survey distributed to the international progressive
campaigning community.
• Next, we held a session at Rootscamp in Washington, D.C.,
USA in November 2014, to share survey responses and
hear from the over 100 people in attendance.
• Then, we dove deeper with 19 in-depth interviews:
• 6 interviews with 5 campaigning organizations
• 6 interviews with 5 consultancies or incubators
• 2 interviews with staff at prominent eCRMs
• 5 individual practitioners
8
about | basics | deeper | key learnings | starting points | forward
9. METHODOLOGY
• Our findings are based on the consolidated opinions of
individuals.
• In some cases those findings are based on data and test
results, but more work would be required to assemble hard
evidence of every assertion.
• Due to time and schedule constraints, we were unable to
talk to everyone we wanted to — consider this a conversation
starter, not the final word!
9
about | basics | deeper | key learnings | starting points | forward
10. THE BASICS
How commonly used are vanity metrics? What are the pitfalls?
10
about | basics | deeper | key learnings | starting points | forward
11. OUR KEY QUESTIONS
We started out by asking online campaigners the following
questions:
• What are your key metrics?
• What are the upsides and downsides of those metrics?
• How would you measure engagement in a perfect world?
• What are the barriers to doing that?
11
about | basics | deeper | key learnings | starting points | forward
12. WHAT WE EXPECTED
• We expected to find a fairly widespread understanding of the
flaws of vanity metrics, and to unearth a few new, innovative
metrics used by the leading online campaigning
organizations to measure member engagement.
• Our hope was to elevate these solutions and share them with
others who recognized the problem, but lacked potential
solutions.
12
about | basics | deeper | key learnings | starting points | forward
13. WHAT WE FOUND
• Instead, we found cases where an uncritical use of vanity
metrics led to flawed decision-making and lost opportunities
— and cases where people were critical of vanity metrics but
had not adopted alternatives.
• The old maxim proved true: “You care about what you
measure” — and many groups were measuring vanity
metrics, instead of metrics directly tied to their mission.
13
about | basics | deeper | key learnings | starting points | forward
14. WHAT WE FOUND
• We also encountered far more confusion than concrete new
ideas, even amongst groups with data expertise.
• Leading practitioners all recognized the problem, but most
were only scratching the surface of possible solutions.
14
about | basics | deeper | key learnings | starting points | forward
15. FIVE PITFALLS OF VANITY METRICS
Flawed understanding, leading to poor
decisions:
• “We assumed that more growth would lead to an
equivalent increase in fundraising”
• “It turns out that the issues our members care about
most are always just the issues that the media is
covering the most.”
• “They poured tons of money into growing their list,
but the members they recruited never did anything
else.”
15
about | basics | deeper | key learnings | starting points | forward
16. FIVE PITFALLS OF VANITY METRICS
Shortsighted decision-making:
• “We found that the performance of a fundraiser after
one hour had nearly zero predictive power.”
• “They test for which appeal will raise the most money
right now, and never factor in whether it makes
people less likely to give or engage in the future.”
• “Right now, our metrics bias us towards recruiting
the most new members, not the right new members.”
16
about | basics | deeper | key learnings | starting points | forward
17. FIVE PITFALLS OF VANITY METRICS
Bad staff incentives:
• “If someone’s budget or salary depends on hitting
numbers, they will hit the numbers – whether it is
strategic or not.”
• “You can increase ‘actions taken’ just by sending lots
and lots of petitions with little substance.”
• “Your members don’t really respond to an email test,
but your staff send it anyway to hit a goal. That’s not
smart long-term.”
• “They knew they were acquiring worthless email
addresses, not recruiting quality members, but
leadership was demanding growth so they did it
anyway.”
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18. FIVE PITFALLS OF VANITY METRICS
Failure to engage members, leading to
unsubscribes and people tuning out:
• “I think if people feel like they are being treated like a
cash register, or asked to sign things that don’t make
a difference, that could make them tune out – or grow
disillusioned with all social change organizations.”
• “People engage in all sorts of tactics that hit short-
term goals at the cost of long-term engagement.”
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19. FIVE PITFALLS OF VANITY METRICS
Organizations that don’t live up to potential:
• “If our impact was as rosy as our metrics, we would be
winning a lot more fights.”
• “We hit our goals! We lost... but we hit our goals!”
• “We raise money and engage members to create
change. If we are raising money and engaging
members but not creating change, there is something
wrong.”
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20. THE FIVE PITFALLS OF VANITY METRICS
1. Flawed understanding, leading to poor decisions.
2. Short-sighted decision-making.
3. Bad staff incentives.
4. Failure to engage members, leading to unsubscribes and
people tuning out.
5. Organizations that don’t live up to potential.
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22. WHY VANITY METRICS ARE EVERYWHERE
With all those pitfalls, why are vanity metrics everywhere?
Respondents had no single reason, but responses included:
1. Lack of awareness. Too few are aware of the pitfalls.
2. Practitioner know-how. You know the problem, but what’s the alternative?
3. Technology. Commonly used and affordable technology makes it easy to track
vanity metrics, but harder to collect, aggregate, and evaluate other metrics.
4. Simplicity. Vanity metrics are simple and easy to understand and track.
5. Pressure from higher up. Funders and senior leadership often demand vanity
“topline” metrics.
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23. WHY VANITY METRICS ARE EVERYWHERE
Why every group relies on vanity metrics:
• We expected the biggest problems to be technology, time, and buy-in
from leadership.
• In contrast, the majority of respondents cited lack of awareness of the
problem and lack of practitioner know-how as key barriers for
themselves, and others.
• In other words: Yes, we need better technology, more capacity, and
funders and leaders open to new metrics – but these alone are not going
to solve the problem.
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24. WHAT WE FOUND
• Finding new solutions is critical:
• Respondents believe that leveraging people power is the best way to
achieve their mission and change the world, and so poor metrics of
member engagement undermine their work.
• There is no such thing as a “perfect metric”:
• No single metric will be ideal for all groups.
• But we did unearth some potential starting points for groups seeking
to improve.
• All metrics incentivize certain behavior – you have to pay
attention to what it is!
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25. THE TWO MOST IMPORTANT QUESTIONS
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Which tactics
WOULD YOU LIKE
TO INCENTIVIZE?
Which tactics do your
CURRENT METRICS
INCENTIVIZE?
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27. DIGGING DEEPER
The Starters and the Seekers
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28. THE STARTERS AND THE SEEKERS
No one is completely free of vanity metrics. But the
organizations we surveyed fall into one of two groups:
• THE STARTERS are organizations that are too reliant on vanity metrics,
and are just starting to understand the pitfalls.
• THE SEEKERS are organizations that understand the pitfalls, and are
seeking new alternatives.
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29. WHAT BOTH GROUPS HAVE IN COMMON
Both groups rely on vanity metrics to some extent:
• Even the most cutting-edge organizations still look at vanity metrics.
• This is especially true if you narrow in on key decision points, like:
“Should this email go to the full list?” or “Which petition language do
members like?”
• If organizations use other metrics to gauge their success on a monthly or
quarterly basis, day-to-day decisions still tend to be based on vanity
metrics and campaigner instinct.
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30. THE STARTERS THE SEEKERS
• Heavy use of vanity metrics
• Metrics used to hold staff
accountable, if used at all
• Culture of celebrating vanity metrics,
not understanding pitfalls
• If aware of problem, seeking to
lessen reliance on vanity metrics
• Use both vanity and more meaningful
metrics
• Metrics used for decision-making
AND staff accountability
• Culture of evaluating and discussing
strengths and weaknesses of metrics
• Seeking new methods of more
accurately measuring member
engagement on a regular basis
WHAT SETS THEM APART
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31. THE STARTERS THE SEEKERS
• Over-reliant on vanity metrics such
as:
• List size
• Total actions
• Number of petition signatures
• Are more limited by technology or
staff capacity
• Use both vanity and alternative
metrics
• Tend to track and report on vanity
metrics publicly, but not give them
much weight internally — except in
day-to-day decisionmaking
• Experiment with alternatives (See
“Key Learnings”)
• Have developers or data scientists on
staff to reduce tech or capacity
barriers
METRICS
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32. THE STARTERS THE SEEKERS
• Often fail to use metrics to guide
decision-making
• Metrics are usually used as a staff
accountability device
• Incentive is for staff to hit metrics,
regardless of real-world outcome:
• Grow list by adding people who
don’t care about issue
• Raise money at cost to
organization’s brand
• Almost always track, consider, and
use metrics to make decisions
• Metrics used for staff accountability,
with leadership mindful of what is
being incentivized
• Metrics also, and more importantly,
used to help staff make better
decisions:
• Do people care about this issue?
• Are we raising money but
causing people to tune out or
unsubscribe en masse?
USE
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33. THE STARTERS THE SEEKERS
• Rarely have organizational culture
that pays attention to metrics
• Limited awareness of pitfalls
• Celebrate vanity metric milestones,
like hitting a certain list size
• Metrics siloed between departments,
or leadership and practitioners
• The potential effects of using
different metrics rarely discussed
• Regularly evaluate and discuss
metrics
• Understand what vanity metrics do
and don’t tell us
• Tout vanity metrics externally, but
internally view with caution
• Range of staff at all levels regularly
sees the same metrics
• Constantly discuss how metrics could
incentivize different behaviors
CULTURE
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35. THE STARTERS AND THE SEEKERS
Which one best describes YOU?
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THE STARTERS are too reliant on
vanity metrics, and are just
starting to understand the
pitfalls
THE SEEKERS understand the
pitfalls, and are seeking new
alternatives.
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36. KEY LEARNINGS
What are the key lessons? What would we like to measure?
36
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37. THREE KEY LESSONS
There is no “perfect metric”:
• Every single metric has flaws or biases your thinking
in some way:
• Dollars raised is very hard to artificially inflate. But it
doesn’t tell you whether those dollars are coming from
big first-time donors or small repeat donors.
• Actions/recipients is considered better than opens/
recipient. But it doesn’t tell you whether people are
excited about the action, the issue, or your organization.
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38. THREE KEY LESSONS
Your mission should define your metrics:
• The best metric comes from a deep, shared
understanding of the organization’s theory of change.
• If a large number of petition signatures almost
always guarantees a win for you, then use it as a key
metric. But respondents thought this was rarely true.
• Identify your specific sources of power, and use
metrics that incentivize your team to grow these.
• Depend on a cadre of volunteer lawyers? Track “new lawyers
recruited,” not “total petition signatures.”
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39. THREE KEY LESSONS
Get the sequencing right:
• First: Your organization’s mission.
• Second: What it will take to achieve that mission.
• Third: Metrics for measuring progress.
• Fourth, if necessary: Identify and track “leading
indicators”(see below).
• Fifth: Regularly assess your metrics, and don’t be
afraid to change them.
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41. WHERE TO GO NEXT
Respondents highlighted four specific areas where there is
opportunity – especially for Seeker groups – to make the most
progress:
1. Engagement / member lifecycle
2. Multi-channel connection
3. Leading indicators
4. Impact
41
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42. 1. ENGAGEMENT
• Respondents argue that current metrics paint an incomplete
picture of how engaged members are with an organization,
forcing organizations to simply expand the “wide end of the
funnel” – recruiting more people, in the hopes that some
become core activists.
• Instead, they want to understand the reality of:
• How members get more engaged
• What they care about
• How they progress along a ladder of engagement
• How to optimize these interactions
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43. 2. MULTI-CHANNEL CONNECTION
Respondents noted that while email remains the gold
standard for activating members, social media offer more
diverse audiences and a wealth of data about how members
connect with the org and what they care about ...
... leading most groups to hope for technological solutions to
more easily aggregate data from multiple channels into one
member portrait, and use that to make decisions based on
issue interest and organizational “brand affinity” as well as
email response.
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44. 3. LEADING INDICATORS
• Seekers noted that we often want to optimize for actions that a)
relatively few members will engage in, or b) trends that can be hard to
measure on a per-email basis, such as:
• Donations
• Phone calls to targets
• Monthly members returning for action
• Organizations are devoting data analyst time to uncovering “leading
indicators,” or behavior which accurately predicts future actions:
“We are looking to create a model that combines data from the first hour of a
test fundraising appeal – clicks, opens, and most importantly what types of
members are responding – to predict its long-term performance.”
44
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45. 4. IMPACT
• Respondents frequently noted that “engagement” does not equal
“impact” – engaging a member is only valuable if that engagement tactic
helps advance an organization’s mission – but this question of impact
was beyond the scope of this report.
• It is worth considering future studies to examine two related challenges:
• How organizations can measure and quantify the real-world impact of various
tactics, so that organizations can better understand which forms of
engagement produce results.
• Examining which metrics funders require of organizations in an attempt to
document impact, and thereby creating incentives for organizations to track
those metrics.
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46. STARTING POINTS
What are some alternatives to get us started?
46
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47. POSSIBLE STARTING POINTS
• As noted previously, there is no perfect metric.
• But here are four places where some respondents have
started out in their quest to take metrics to the next level:
• More frequent use of rates;
• Cohort analysis;
• Integrated engagement scores, and;
• Mission-centered metrics.
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48. 1. RATES TRUMP AGGREGATES
The Seekers groups tend to use rates instead of aggregate
numbers for common vanity metrics:
• Actions per 10,000 or 1,000,000 members, instead of list size.
• Actions per mailing to the list, instead of absolute number of actions.
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49. 1. RATES TRUMP AGGREGATES
• Pros:
• Understand if your list is active, or just big!
• Easier to adopt, since it is already common practice to look at rates for
individual emails.
• It is harder to manipulate rates than aggregate numbers – for
instance, sending many emails to increase the total number of actions
would decrease actions per mailing.
• Cons:
• Assumes how often a member engages with a specific tactic is a proxy
for engagement.
• An improvement over aggregate numbers for overall engagement, but
does not help you distinguish different activity levels among groups of
members.
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50. Cohort analysis: Rather than looking at all members as one
unit, breaking into cohorts of people who share a common
characteristic over a certain period of time.
• Example:
• MeRA: SumOfUs tracks the number of existing Members Returning for Action
on a monthly and quarterly basis.
• Another prominent organization tracks the composition of various cohorts –
defined by how many actions members have taken – weekly over time.
2. COHORT ANALYSIS
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vs
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51. 2. COHORT ANALYSIS
• Pros:
• Understand the changing composition of your members
• See the lifecycle of membership
• Incentivize your staff to grow particular valuable cohorts
• Cons:
• Likely requires data scientists on staff
• Harder and more time-consuming to collect, evaluate, and explain
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52. 3. ENGAGEMENT SCORES
Respondents raised the possibility of assigning points for
various forms of engagement, weighted by importance, to
produce a numeric score reflecting engagement of the list or
individual members.
52
Example:
• Klout measures an individual’s influence by factoring
various data points from social media platforms into a
“Klout Score.” Organizations or eCRMs could do the
same for engagement.
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53. 3. ENGAGEMENT SCORES
• Pros:
• Incorporated into daily dashboards, can exert “gravitational pull” of an
unavoidable reminder to factor engagement into strategy.
• Difficult to manipulate unless campaigners know exactly how scores
are formulated.
• Cons:
• The score is only as good as the data you can aggregate and your
judgment in weighting activities.
• Would require new technology or staff capacity to implement where
not included in eCRMs; Commercial solutions like Radian6 can be
helpful but cost prohibitive to many orgs.
• Staff may be reluctant to rely on metrics they don’t understand.
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54. 4. MISSION-CENTERED METRICS
• In certain situations a raw, aggregate number can still be useful if there
is a clear connection between volume and a desired outcome. We call
these “mission-centered metrics:
• One organization has used “total victory experiences,” defined as the number
of members who have been part of a winning campaign, in order to incentivize
campaigners to make sure members felt part of success.
• One online program used, “# of people who attend labor strike rallies,”
subordinating all online measures of performance to that key metric.
• “Doors knocked” or “votes pledged” in the context of an electoral campaign.
• “Recruiters,” the number of members who have recruited another.
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55. 4. MISSION-CENTERED METRICS
• Pros:
• Aggregate numbers are simple and easy to understand.
• With proper discussion, it can be clear what outcomes are being
incentivized.
• Cons:
• As noted previously, all aggregate numbers can be “vanity metrics” in
a sense, and are thus filled with pitfalls.
• It is crucial for all stakeholders to understand how such a metric could
potentially “torque” the work and adjust over time.
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56. MOVING FORWARD
How do we get moving?
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57. THE STARTERS THE SEEKERS
• If aware of problem, seeking to
lessen reliance on vanity metrics
• Next steps include:
• Expanding staff awareness;
• Using metrics as a decision-
making tool, and;
• Changing internal culture.
• Seeking new methods of more
accurately measuring member
engagement on a regular basis
• Next steps include:
• Incorporating “big-picture”
metrics into daily decisions, and;
• Innovating new models to assess
engagement.
NEXT STEPS
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58. MOVING FORWARD: THE STARTERS
Is your organization TOO RELIANT on vanity metrics,
and JUST STARTING to understand the pitfalls?
Wondering WHERE TO START?
Here are key tips and questions to ask yourself.
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59. THE STARTERS: TIPS
• Start talking. Don’t underestimate the power of awareness and
conversation. Just talking about the pros and cons of your metrics can
increase understanding and change your program.
• Ask questions. Host a conversation about your current metrics, and ask
yourself some of our key questions (see below).
• Party smarter. Celebrate real victories, not vanity milestones. Skip the
party for hitting one million members.
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60. THE STARTERS: TIPS
• Ask more questions. Revisit your metrics often — on a yearly, biannual,
or quarterly metrics — and examine if they are working for you.
• Aim for balance. If considering introducing new metrics, balance
simplicity and complexity, so that metrics capture nuance and detail but
are not so complicated that staff cannot access, interpret, or explain
them.
• Start small. It’s ok to think big, then drill down. Start by evaluating new
metrics on a yearly or quarterly basis. Even The Seekers groups don’t
evaluate on a per-email basis — yet!
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61. THE STARTERS: KEY QUESTIONS
• What are your metrics really measuring — progress toward achieving
your mission, or something else?
• What do your metrics incentivize? What do they NOT incentivize, that
might be valuable?
• What pitfalls listed above in the report have you encountered?
• What is your internal culture of metrics? How do you use metrics as an
organization?
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62. THE STARTERS: KEY QUESTIONS
• What is the timeframe of your metrics? Are they biased toward the short-
term, here and now?
• Can your metrics be artificially inflated through tactics that don’t
actually help your organization achieve its mission?
• Is the metric based on measurements that are consistently accurate?
• Is the metric simple to access, understand, and evaluate on a regular
basis?
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63. MOVING FORWARD: THE SEEKERS
Does your organization understand the pitfalls of vanity
metrics, and is SEEKING NEW ALTERNATIVES?
Wondering how to GO DEEPER?
Here are key tips and questions to ask yourself.
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64. THE SEEKERS: TIPS
• Focus in. One of the biggest opportunities for advancement is simply
implementing metrics at a day-to-day level. If you already measure
“members who have taken 1+ actions” on a monthly basis, for instance,
build systems to evaluate emails based on whether they will increase
that metric.
• Simplify! The Seekers groups are often awash in data. Simplicity can be
powerful. If your teams are responsible for more than three key metrics,
respondents believe you aren’t incentivizing any metric-driven behavior.
• Revisit. Go over your metrics often — on a yearly, biannual, or quarterly
basis — and examine if they are working for you. This can be even more
powerful for groups with a widespread appreciation of the incentives
different metrics create.
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65. THE SEEKERS: TIPS
• Visualize. Consider investing in new or custom dashboards to make key
metrics more prominent and easier to access, so you get the most out of
using them.
• Personalize. Many The Seekers groups utilize some form of cohort
tracking, but don’t think that’s the one option. Experiment with
engagement scores or simplifying with mission-centered metrics — for
instance around key constituencies.
• Time it. Results of tests often fail to accurately predict future success or
assess the long-term effect on fundraising or engagement. New models
could help predict which fundraisers will do well, and which action
alerts are performing strongly based on more than the political moment.
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66. THE SEEKERS: KEY QUESTIONS
• What are your metrics really measuring — progress toward achieving
your mission, or something else?
• What do your metrics incentivize? What do they NOT incentivize, that
might be valuable?
• Where are you still reliant on vanity metrics? Are you doing so
intentionally to incentivize certain behavior, or out of old habits?
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67. THE SEEKERS: KEY QUESTIONS
• Are your data scientists tasked with optimizing performance based on
current metrics, or innovating entirely new metrics?
• Think about ways your organization has shifted this year. Do you need
new metrics, or simply to reinforce your organization’s culture of
metrics?
• How can you incorporate long-term benefits like organizational identity
and a member’s willingness to help into shorter term decision-making?
• Can you simplify your metrics, or prioritize fewer key metrics, to provide
clearer direction to your team?
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68. MOVING FORWARD
Remember: what we measure
matters! Our choice of metrics
incentivizes behavior. By
measuring what will grow our
impact, we can more fully
achieve our mission.
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This report is just the beginning of the conversation. Let’s talk
about how we move #BeyondVanityMetrics.
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69. MORE?
Keep up with innovations in people-powered campaigning from around the
world with the MobLab Dispatch. Sign up at:
www.mobilisationlab.org/addme
Want to make a bigger impact? Let's talk:
bettermetrics@engagementlab.org
Twitter: Web:
@engagementlab www.engagementlab.org
@mobilisationlab www.mobilisationlab.org
Join the conversation: #BeyondVanityMetrics
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70. ACKNOWLEDGMENTS
We would like to express our sincerest appreciation and gratitude to
survey respondents, Rootscamp attendees, and:
Illustrations by Julien Burns
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Matthew Compton
Dave Karpf
Bhavik Lathia
C.M. Samala
Tracy Van Slyke
Anthea Watson-Strong
Robin Beck
Cat Huang
ControlShift Labs
Engaging Networks
NationBuilder
ShareProgress
18MillionRising.org
350.org
Avaaz
Change.org
MoveOn.org
SumOfUs
Greenpeace
Analyst Institute
M+R
Percolator Consulting
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