1) The document provides a presentation on using social media for government communications. It discusses building an audience, improving citizen engagement, and meeting mission objectives through tools like GovDelivery.
2) It outlines a 15-point checklist for preparation that includes identifying problems and defining success, finding experts and partners, segmenting audiences, enlisting people, and measuring outcomes.
3) The presentation emphasizes that engagement is important to fully meet mission objectives and provide value to citizens, and encourages adapting strategies based on metrics and collaborating with partners.
On 6 December 2016, the SRA got togther with ten other regulators to talk about social media, our uses, successes, evaluation, measurement and challenges we all face.
With a little help from my followers facilitating the #LTHEchatDeborah Baff
Presented at the Social Media for Learning in Higher Education Conference #SocMedHE16 at Sheffield Hallam University.
Abstract: https://blogs.shu.ac.uk/socmedhe/16-with-a-little-help-from-my-followers-facilitating-the-lthechat/
Presenters:
Chris Rowell – @Chri5rowell Regent’s University London
Debbie Baff – @debbaff Swansea University
Sue Beckingham – @suebecks Sheffield Hallam University
Neil Withnell – @neilwithnell University of Salford
Chris Jobling – @cpjobling Swansea University
Ian Tindal – @iantindal Anglia Ruskin University
The new era of thinking and practice in change and transformationNHS Improving Quality
The slides from the presentation that Helen Bevan made at the Australian Health Informatics Conference 3rd August 2015. The topic is "The new era of thinking and practice in change and transformation: why system reform really does need to be everyone’s business".
@HelenBevan
#HIC15
On 6 December 2016, the SRA got togther with ten other regulators to talk about social media, our uses, successes, evaluation, measurement and challenges we all face.
With a little help from my followers facilitating the #LTHEchatDeborah Baff
Presented at the Social Media for Learning in Higher Education Conference #SocMedHE16 at Sheffield Hallam University.
Abstract: https://blogs.shu.ac.uk/socmedhe/16-with-a-little-help-from-my-followers-facilitating-the-lthechat/
Presenters:
Chris Rowell – @Chri5rowell Regent’s University London
Debbie Baff – @debbaff Swansea University
Sue Beckingham – @suebecks Sheffield Hallam University
Neil Withnell – @neilwithnell University of Salford
Chris Jobling – @cpjobling Swansea University
Ian Tindal – @iantindal Anglia Ruskin University
The new era of thinking and practice in change and transformationNHS Improving Quality
The slides from the presentation that Helen Bevan made at the Australian Health Informatics Conference 3rd August 2015. The topic is "The new era of thinking and practice in change and transformation: why system reform really does need to be everyone’s business".
@HelenBevan
#HIC15
When you think of hiring for your team, does the paperwork overwhelm you? Are you concerned about the number of interviews you seem to need to make a great decision? Do you ever have trouble making a decision, to know if this candidate is right for you --the team, the project, and the organization?? You know the cost of hiring people is high, and the cost of not getting the right person is even higher.
You can apply agile approaches to your hiring, iterating on everything. You can get feedback as you go, and involving the entire team, including the sourcing. You can teach your recruiters to use a kanban board to track candidates and where they are. You can iterate on the job description (and job ad) based on what you see in candidates. When you involve the entire team, you can create questions and auditions that work for you. You can identify candidates who fit your culture and those who don't.
Note: I ran this session is a timeboxed interactive workshop. You can use the activities here to hire better.
Think Big, Plan Small: How to Use Continual PlanningJohanna Rothman
Many agile teams attempt to plan for an entire quarter at a time. Something changes—a better product opportunity, or a product development problem—and the quarter’s plan is not just at risk. That plan is now impossible. Instead of quarterly planning, consider continual planning. Continual planning allows a project or a program to use small deliverables to plan for the near future and rolling waves to replan often to deliver the most value.
Agile changes how we develop products. We no longer have the big design up front, or even know enough about what the product might do at the beginning. How can you continue to create great products that people will want, and that will be coherent? You can change your perspective from serving the product to serving the people.
When you include servant leadership for the people on the teams, you continue your work as a traditional architect: shepherd the business value of the architecture, explore possibilities so the teams can implement, and create new ideas for how the product(s) will fit together. In addition, you coach and serve the people on the teams. You no longer have to be the only one with the vision. You can share the vision.
This challenges everyone: you and your sense of worth; the teams and how they work with you; and the organization for who does what, how, and how to compensate everyone.
In this talk, Johanna Rothman will discuss how agile creates opportunities for architects, and what servant leadership can look like for architects.
Becoming a Social Media Guru in 60 minutesJP Rains, MBA
This presentation, slightly modified from another deck I use, was delivered to 4th year Marketing students at Laurentian University in Sudbury. To learn more about my presentations, visit http://jprains.com
User-centred digital strategy: what it is, why it matters, how to do it wellSophie Dennis
The word ’strategic’ is often met with scepticism. But service design is at its most valuable when shaping organisational strategy. Peter Drucker once observed: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all”.
Strategy is how you avoid this. A sound strategy tells you where you are going, and sets out a high-level, achievable plan to get there. And strategy combined with service design ensures the destination delivers maximum value to both users and the organisation. A clear strategy, underpinned by service design, is how you make sure anyone can decide what the most valuable things are to work on.
Yet bad strategy documents abound: massive tomes, years in the making (during which the organisation has continued to do what it perhaps should not have been doing at all), full of platitudes, unattainable visions or uninspiring lists of mundane tactical objectives. Service blueprints gathering dust in drawers, or slowly fading on a forgotten wall. It makes it easy to pooh-pooh strategy, dismissing it with another Drucker aphorism, “culture eats strategy for breakfast”, or the mantras of “strategy is easy, tactics are hard” and “the strategy is delivery”.
Using real-world examples of successful discovery and strategy projects, we’ll explore a simple framework for understanding what makes a ‘good’ or ‘bad’ strategy, and discuss how we can reclaim strategy, do it well, and get the support we need to translate it into action.
This will be an interactive session, so come prepared to share your strategy challenges. Topics we’ll aim to explore together are:
• the difference between vision, strategy and tactics
• how to hit the ‘goldilocks point’ with strategy: not so visionary you fail the “yeah right” test, not so mundane you fail the “so what?” test
• the benefits of ‘good strategy’ and why its essential to becoming “agile”
• how and when to engage with stakeholders, avoiding big surprises to get the support and buy-in you need to turn good ideas into action
• how to present findings and recommendations for maximum stakeholder impact
You should be able to apply what you learn whether you’re developing the overarching strategy for a whole company, for a particular product or service, or delivering a brand, content or user experience strategy. Culture may still eat strategy for breakfast, and implementation may still be the really hard part, but with a good strategy behind you you’ll have a lot more chance of succeeding.
School for Change Agents 2017 - Module 1NHS Horizons
This first module invites you to continue your journey as a change agent and offers some new ways of thinking about how you work to effect change. The module highlights learning from some of the most effective change agents across the globe, explores the differences between troublemakers and rebels and helps us to understand how to ‘rock the boat and stay in it’.
http://theedge.nhsiq.nhs.uk/school/
Let's Talk About Strategy (extended workshop): what it is, why it matters, an...Sophie Dennis
Peter Drucker once observed: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all”.
Strategy is how you avoid this. A sound strategy tells you where you are going, and sets out a high-level, achievable plan to get there. And strategy combined with service design ensures the destination delivers maximum value to both users and the organisation. A clear strategy, underpinned by service design, is how you make sure anyone can decide what the most valuable things are to work on.
Yet bad strategy documents abound: massive tomes, years in the making (during which the organisation has continued to do what it perhaps should not have been doing at all), full of platitudes, unattainable visions, or uninspiring lists of mundane tactical objectives. Service blueprints gathering dust in drawers, or slowly fading on a forgotten wall. It makes it easy to pooh-pooh strategy, dismissing it with another Drucker aphorism, “culture eats strategy for breakfast” - or the mantras of “strategy is easy, tactics are hard” and “the strategy is delivery”.
In this extended workshop, strategy consultant Sophie Dennis uses real-world examples of successful discovery and strategy projects, to explore a simple framework for understanding what makes a ‘good’ or ‘bad’ strategy, and discuss how we can reclaim strategy, do it well, and get the support we need to translate it into action. Culture may still eat strategy for breakfast, and implementation may still be the really hard part, but with a good strategy behind you you’ll have a lot more chance of succeeding.
Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...Johanna Rothman
Many teams and organizations plan for anywhere from a quarter to years before the teams can deliver anything. That planning creates the illusion that the organization knows what the products will be and the value those products will deliver for the organization. The problem is that the more valuable (and often riskier) the product, the more we need resilience and feedback in product planning. Instead of big planning, especially up front, consider using smaller and continual planning that incorporates feedback.
Agile approaches allow us to complete small features, assess them and our process, and take the next feature off the backlog. What if we were able to generate the big-picture vision for the product, and yet be able to change what the teams work on next? We would have the best possible approach to product planning and delivery. That’s why using agile and lean roadmapping works so well for products that take three months or more to deliver.
User-centred digital strategy - UX in the City Manchester 2017Sophie Dennis
Peter Drucker once observed: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all”. Strategy is how you avoid this. A sound strategy tells you where you are going, and sets out a high-level, achievable plan to get there. It’s how you make sure anyone can decide what the right things are to work on.
Yet bad strategy documents abound: massive tomes, years in the making (during which the organisation has continued to do what it perhaps should not have been doing at all), full of platitudes, unattainable visions, or uninspiring lists of mundane tactical objectives. Documents that sit in draws, routinely ignored. It makes it easy to pooh-pooh strategy, dismissing it with another Drucker aphorism “culture eats strategy for breakfast” or the mantras of “strategy is easy, tactics are hard” and “the strategy is delivery”.
Using real-world examples of successful discovery and strategy projects, this talk will show you how to reclaim strategy, do it well, and get the support you need to translate it into action. You’ll be able to apply what you learn whether you’re developing the overarching strategy for a whole company, for a particular product or service, or delivering a brand, content or customer experience strategy. Culture may still eat strategy for breakfast, and implementation may still be the really hard part, but with a good strategy behind you you’ll have a lot more chance of succeeding.
You will learn:
* how to distinguish between vision, strategy and tactics, decide which your organisation needs right now, and the UX methods to apply to each
* how to hit the ‘goldilocks point’ with your strategy: not so visionary you fail the "yeah right" test, not so mundane you fail the "so what?" test
* how and when to engage with stakeholders, avoiding big surprises in order to get the support and buy-in that’s necessary to turn recommendations into action
how to tackle the discovery process and structure your findings and recommendations
Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...Johanna Rothman
Are you trying to scale your agile project to a program, a collection of projects with one strategic objective? If you do what you’ve done with one small project, you’ll get bloat. Instead of bloat or large frameworks, you can use agile and lean approaches to manage your program with small-world networks. Small world networks help each team to remain autonomous, and still collaborate and explore across the program.
The common risks for software programs are how to manage the interdependencies, how to nurture the architecture, how to see the status, and how to release an entire product. When we ask feature teams to collaborate and take responsibility across the organization, the teams can manage many of the interdependency and architecture challenges. With program management, we can see the status and release the entire product.
In July 2015, LinkedIn reached an important milestone: more than 25 million members had added the Volunteer and Causes section to their LinkedIn profiles. This is a reflection of the extraordinary appetite of professionals – partly driven by the Millennial generation - to use their skills to impact the world. In this session at the 2015 VolunteerMatch Summit, Meg Garlinghouse, Head of LinkedIn for Good, shared trends and insights on and related to skills based volunteering.
Extending Learning beyond the Classroom: Improving Performance in the WorkflowChristopher King
Are you struggling with how to apply 70-20-10 to your learning architecture? Do you know how to extend the reach of your L&D interventions beyond the classroom? “Informal” does not have to mean “unplanned.” We trainers do knowledge-based learning really, really well. But we’re still grappling with performance-based learning and how that fits into our world. But when you design your learning for all five Moments of Learning Need, suddenly the 70 and 20 starts to make sense.
What are the five Moments of Learning Need? Join us to find out, and how to use them to assess your mix of formal and informal learning. Stay to explore a Performance-focused learning design methodology that blends the benefits of deliberate instructional design with the just-in-time characteristic inherent in informal learning. Find out how to extend the learning beyond the classroom and meet your learners in their workflow. You’ll see real-world performance support tools and get a high-level review of what makes them tick. You will leave with a list of things to do now help kick-start your organization’s Performance Support efforts.
EiR & Engineering Continuing Ed: Understanding the Web Site Feedback LoopLaunch Angels
No matter what the target customer, understanding what moves them to adopt your offering or make a purchase is essential. Equally important in the b-to-b and b-to-c arena, understanding the feedback loop is key to the success of any startup. This class will cover the cools and techniques of this important aspect of the lean startup.
This session is part of the continuing education program for Wasabi Ventures EiRs and engineering staff.
If you are interested in joining the alums, email wvacademy@wasabiventures.com
Innovative Recruiting In A Conservative Corporate Environment at Facebook HQ ...Jenny DeVaughn
Innovative Recruiting In A Conservative Corporate Environment - PowerPoint slides from Recruiting Innovation Summit presentation by Jenny DeVaughn at Facebook HQ on 10.24.11
So maybe you don’t work for a hot new start-up in the Silicon Valley or you don’t have the shirtless “Old Spice Guy” in your commercials. Think you can’t do innovative social recruiting? Think again. Join Waste Management’s Social Media and Employee Branding leader Jenny DeVaughn as she navigates you through her new corporate role, including transforming your brand with existing resources and the lessons she has learned thus far.
When you think of hiring for your team, does the paperwork overwhelm you? Are you concerned about the number of interviews you seem to need to make a great decision? Do you ever have trouble making a decision, to know if this candidate is right for you --the team, the project, and the organization?? You know the cost of hiring people is high, and the cost of not getting the right person is even higher.
You can apply agile approaches to your hiring, iterating on everything. You can get feedback as you go, and involving the entire team, including the sourcing. You can teach your recruiters to use a kanban board to track candidates and where they are. You can iterate on the job description (and job ad) based on what you see in candidates. When you involve the entire team, you can create questions and auditions that work for you. You can identify candidates who fit your culture and those who don't.
Note: I ran this session is a timeboxed interactive workshop. You can use the activities here to hire better.
Think Big, Plan Small: How to Use Continual PlanningJohanna Rothman
Many agile teams attempt to plan for an entire quarter at a time. Something changes—a better product opportunity, or a product development problem—and the quarter’s plan is not just at risk. That plan is now impossible. Instead of quarterly planning, consider continual planning. Continual planning allows a project or a program to use small deliverables to plan for the near future and rolling waves to replan often to deliver the most value.
Agile changes how we develop products. We no longer have the big design up front, or even know enough about what the product might do at the beginning. How can you continue to create great products that people will want, and that will be coherent? You can change your perspective from serving the product to serving the people.
When you include servant leadership for the people on the teams, you continue your work as a traditional architect: shepherd the business value of the architecture, explore possibilities so the teams can implement, and create new ideas for how the product(s) will fit together. In addition, you coach and serve the people on the teams. You no longer have to be the only one with the vision. You can share the vision.
This challenges everyone: you and your sense of worth; the teams and how they work with you; and the organization for who does what, how, and how to compensate everyone.
In this talk, Johanna Rothman will discuss how agile creates opportunities for architects, and what servant leadership can look like for architects.
Becoming a Social Media Guru in 60 minutesJP Rains, MBA
This presentation, slightly modified from another deck I use, was delivered to 4th year Marketing students at Laurentian University in Sudbury. To learn more about my presentations, visit http://jprains.com
User-centred digital strategy: what it is, why it matters, how to do it wellSophie Dennis
The word ’strategic’ is often met with scepticism. But service design is at its most valuable when shaping organisational strategy. Peter Drucker once observed: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all”.
Strategy is how you avoid this. A sound strategy tells you where you are going, and sets out a high-level, achievable plan to get there. And strategy combined with service design ensures the destination delivers maximum value to both users and the organisation. A clear strategy, underpinned by service design, is how you make sure anyone can decide what the most valuable things are to work on.
Yet bad strategy documents abound: massive tomes, years in the making (during which the organisation has continued to do what it perhaps should not have been doing at all), full of platitudes, unattainable visions or uninspiring lists of mundane tactical objectives. Service blueprints gathering dust in drawers, or slowly fading on a forgotten wall. It makes it easy to pooh-pooh strategy, dismissing it with another Drucker aphorism, “culture eats strategy for breakfast”, or the mantras of “strategy is easy, tactics are hard” and “the strategy is delivery”.
Using real-world examples of successful discovery and strategy projects, we’ll explore a simple framework for understanding what makes a ‘good’ or ‘bad’ strategy, and discuss how we can reclaim strategy, do it well, and get the support we need to translate it into action.
This will be an interactive session, so come prepared to share your strategy challenges. Topics we’ll aim to explore together are:
• the difference between vision, strategy and tactics
• how to hit the ‘goldilocks point’ with strategy: not so visionary you fail the “yeah right” test, not so mundane you fail the “so what?” test
• the benefits of ‘good strategy’ and why its essential to becoming “agile”
• how and when to engage with stakeholders, avoiding big surprises to get the support and buy-in you need to turn good ideas into action
• how to present findings and recommendations for maximum stakeholder impact
You should be able to apply what you learn whether you’re developing the overarching strategy for a whole company, for a particular product or service, or delivering a brand, content or user experience strategy. Culture may still eat strategy for breakfast, and implementation may still be the really hard part, but with a good strategy behind you you’ll have a lot more chance of succeeding.
School for Change Agents 2017 - Module 1NHS Horizons
This first module invites you to continue your journey as a change agent and offers some new ways of thinking about how you work to effect change. The module highlights learning from some of the most effective change agents across the globe, explores the differences between troublemakers and rebels and helps us to understand how to ‘rock the boat and stay in it’.
http://theedge.nhsiq.nhs.uk/school/
Let's Talk About Strategy (extended workshop): what it is, why it matters, an...Sophie Dennis
Peter Drucker once observed: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all”.
Strategy is how you avoid this. A sound strategy tells you where you are going, and sets out a high-level, achievable plan to get there. And strategy combined with service design ensures the destination delivers maximum value to both users and the organisation. A clear strategy, underpinned by service design, is how you make sure anyone can decide what the most valuable things are to work on.
Yet bad strategy documents abound: massive tomes, years in the making (during which the organisation has continued to do what it perhaps should not have been doing at all), full of platitudes, unattainable visions, or uninspiring lists of mundane tactical objectives. Service blueprints gathering dust in drawers, or slowly fading on a forgotten wall. It makes it easy to pooh-pooh strategy, dismissing it with another Drucker aphorism, “culture eats strategy for breakfast” - or the mantras of “strategy is easy, tactics are hard” and “the strategy is delivery”.
In this extended workshop, strategy consultant Sophie Dennis uses real-world examples of successful discovery and strategy projects, to explore a simple framework for understanding what makes a ‘good’ or ‘bad’ strategy, and discuss how we can reclaim strategy, do it well, and get the support we need to translate it into action. Culture may still eat strategy for breakfast, and implementation may still be the really hard part, but with a good strategy behind you you’ll have a lot more chance of succeeding.
Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...Johanna Rothman
Many teams and organizations plan for anywhere from a quarter to years before the teams can deliver anything. That planning creates the illusion that the organization knows what the products will be and the value those products will deliver for the organization. The problem is that the more valuable (and often riskier) the product, the more we need resilience and feedback in product planning. Instead of big planning, especially up front, consider using smaller and continual planning that incorporates feedback.
Agile approaches allow us to complete small features, assess them and our process, and take the next feature off the backlog. What if we were able to generate the big-picture vision for the product, and yet be able to change what the teams work on next? We would have the best possible approach to product planning and delivery. That’s why using agile and lean roadmapping works so well for products that take three months or more to deliver.
User-centred digital strategy - UX in the City Manchester 2017Sophie Dennis
Peter Drucker once observed: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all”. Strategy is how you avoid this. A sound strategy tells you where you are going, and sets out a high-level, achievable plan to get there. It’s how you make sure anyone can decide what the right things are to work on.
Yet bad strategy documents abound: massive tomes, years in the making (during which the organisation has continued to do what it perhaps should not have been doing at all), full of platitudes, unattainable visions, or uninspiring lists of mundane tactical objectives. Documents that sit in draws, routinely ignored. It makes it easy to pooh-pooh strategy, dismissing it with another Drucker aphorism “culture eats strategy for breakfast” or the mantras of “strategy is easy, tactics are hard” and “the strategy is delivery”.
Using real-world examples of successful discovery and strategy projects, this talk will show you how to reclaim strategy, do it well, and get the support you need to translate it into action. You’ll be able to apply what you learn whether you’re developing the overarching strategy for a whole company, for a particular product or service, or delivering a brand, content or customer experience strategy. Culture may still eat strategy for breakfast, and implementation may still be the really hard part, but with a good strategy behind you you’ll have a lot more chance of succeeding.
You will learn:
* how to distinguish between vision, strategy and tactics, decide which your organisation needs right now, and the UX methods to apply to each
* how to hit the ‘goldilocks point’ with your strategy: not so visionary you fail the "yeah right" test, not so mundane you fail the "so what?" test
* how and when to engage with stakeholders, avoiding big surprises in order to get the support and buy-in that’s necessary to turn recommendations into action
how to tackle the discovery process and structure your findings and recommendations
Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...Johanna Rothman
Are you trying to scale your agile project to a program, a collection of projects with one strategic objective? If you do what you’ve done with one small project, you’ll get bloat. Instead of bloat or large frameworks, you can use agile and lean approaches to manage your program with small-world networks. Small world networks help each team to remain autonomous, and still collaborate and explore across the program.
The common risks for software programs are how to manage the interdependencies, how to nurture the architecture, how to see the status, and how to release an entire product. When we ask feature teams to collaborate and take responsibility across the organization, the teams can manage many of the interdependency and architecture challenges. With program management, we can see the status and release the entire product.
In July 2015, LinkedIn reached an important milestone: more than 25 million members had added the Volunteer and Causes section to their LinkedIn profiles. This is a reflection of the extraordinary appetite of professionals – partly driven by the Millennial generation - to use their skills to impact the world. In this session at the 2015 VolunteerMatch Summit, Meg Garlinghouse, Head of LinkedIn for Good, shared trends and insights on and related to skills based volunteering.
Extending Learning beyond the Classroom: Improving Performance in the WorkflowChristopher King
Are you struggling with how to apply 70-20-10 to your learning architecture? Do you know how to extend the reach of your L&D interventions beyond the classroom? “Informal” does not have to mean “unplanned.” We trainers do knowledge-based learning really, really well. But we’re still grappling with performance-based learning and how that fits into our world. But when you design your learning for all five Moments of Learning Need, suddenly the 70 and 20 starts to make sense.
What are the five Moments of Learning Need? Join us to find out, and how to use them to assess your mix of formal and informal learning. Stay to explore a Performance-focused learning design methodology that blends the benefits of deliberate instructional design with the just-in-time characteristic inherent in informal learning. Find out how to extend the learning beyond the classroom and meet your learners in their workflow. You’ll see real-world performance support tools and get a high-level review of what makes them tick. You will leave with a list of things to do now help kick-start your organization’s Performance Support efforts.
EiR & Engineering Continuing Ed: Understanding the Web Site Feedback LoopLaunch Angels
No matter what the target customer, understanding what moves them to adopt your offering or make a purchase is essential. Equally important in the b-to-b and b-to-c arena, understanding the feedback loop is key to the success of any startup. This class will cover the cools and techniques of this important aspect of the lean startup.
This session is part of the continuing education program for Wasabi Ventures EiRs and engineering staff.
If you are interested in joining the alums, email wvacademy@wasabiventures.com
Innovative Recruiting In A Conservative Corporate Environment at Facebook HQ ...Jenny DeVaughn
Innovative Recruiting In A Conservative Corporate Environment - PowerPoint slides from Recruiting Innovation Summit presentation by Jenny DeVaughn at Facebook HQ on 10.24.11
So maybe you don’t work for a hot new start-up in the Silicon Valley or you don’t have the shirtless “Old Spice Guy” in your commercials. Think you can’t do innovative social recruiting? Think again. Join Waste Management’s Social Media and Employee Branding leader Jenny DeVaughn as she navigates you through her new corporate role, including transforming your brand with existing resources and the lessons she has learned thus far.
How To Promote, Market, and Grow Your NonprofitAplos Software
Follow the steps nonprofits need to take to grow their organization through branding, storytelling, and donor engagement. Joining the webinar will be Jill Wagner, an experienced and award-winning communicator who has helped small and large public organizations and private companies tell their stories, navigate through crises, and achieve their goals.
Join the founder and president of TalentMap, as he looks to answer your questions related to the challenges associated with employee engagement in Nonprofit organizations. We explore topics such as: What engagement is and how it differs for Nonprofits; the drivers of employee engagement in Nonprofits, and finally, best case practices and recommendations to improve engagement drivers. To register for a live Webinar,please visit us at TalentMap.com
When the Traditional Communications Office is No Longer Enough4Good.org
The channels nonprofit organizations can use to engage their various audiences continue to proliferate…which is both a blessing and a curse. This session will deliver practical, actionable advice on how to build a team and a program that can achieve your goals, while working within your organization’s resource realities.
Be a Social Media Super Hero! How to Engage, Build Relationships and Succeed ...Lisa Peyton
This presentation will feature best practices on how to effectively use social media to build your business. Strategies will focus on building an engaged online community by IDENTIFYING your online audience, FINDING your audience on social and CONNECTING them with your brand. Along with top level social media strategies, the presentation will include the best tools and metrics to use alongside your campaigns to ensure they are measurable, efficient and effective.
hority clients who are analysing their administrative datasets using a LIFT Dashboard to identify vulnerability, target support and track change amongst their low income families.
For more information contact hello@policyinpractice.co.uk, call 0330 008 9242 or visit www.policyinpractice.co.uk
The Next Phase of Online Community Cultivation: Measuring and Expanding the v...Joseph Porcelli
In this presentation I share insights and frameworks on how engage focused communities towards objectives that are meaningful and value to the members and the sponsoring organization.
Pulse Surveys - Do They Make Sense - 23jul15TalentMap
More and more, employers say short quarterly, monthly, weekly or even daily polls—sometimes a single question at a time—provide data on how their teams actually feel and catch problems before they fester. Frequent surveys are even replacing annual employee surveys at some companies, but most top employers are starting to use both.
#BeginAtEnd: Content Planning For Insights - Liveworld #SXSW2014LiveWorld
This workshop teaches how to develop "purposeful engagement" - story-based marketing that mashes up content marketing & data analytics to design social content for the results you have in mind.
Similar to How to Build an Audience, Increase Your Citizen Engagement, and Meet Your Mission Objectives (20)
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How to Build an Audience, Increase Your Citizen Engagement, and Meet Your Mission Objectives
1. GovDelivery
Social Media for Government Communications
February 14, 2012
[happy valentine’s day]
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2. Your Presenters
Lauren Modeen Joseph Porcelli
Digital Strategist Director
Engagement Services Engagement Services
@exilauren @josephporcelli
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3. How To: Build An Audience, Improve
Your Citizen Engagement, and Meet
Your Mission Objectives
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4. 3 Things You’ll Learn Today:
1.) The Engagement Funnel
2.) Your 15 Point Mission Objective Checklist
3.) Helpful Resources
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5. Hypothesis
• Historically, Government not very
good at building audience and
engagement…
• Haven’t focused resources (time, staff,
money, training)
• Revenue is not the bottom line for
government; it is in the private sector.
Instead, mission delivery is bottom
line for government.
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6. But Engagement Matters A LOT
• Government’s mission is to serve all its citizens
• Cost of mis-information
• Cost of citizen inaction
• Attack on brand – agency trust
• And above all not fully meeting YOUR MISSION
OBJECTIVES
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7. So…We Constantly Ask Ourselves…
• How do we reach a large number of relevant
stakeholders?
• How do we build mutually beneficial
relationships with them?
• How do we provide them with clear, timely,
actionable information that is valuable?
ABOVE ALL:
• How do we get them to TAKE
MEANINGFUL ACTION with our
information and work in partnership
with us?
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9. Question: How Move Through Funnel?
Answer: Increase Audience and Engagement…
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10. How increase
audience and
engagement?
Preparation
Checklist*
1. Identify
2. Define Success
3. Logistics
4. Experts & Partners
5. Segment
6. Enlist
7. Cross-promotion
8. Educate
9. Empower
10. Energize *Why is this so darn important?
11. Enforce
12. Measure The more prepared you are, the more effectively
13. Adapt and efficiently you’ll move through the funnel.
14. Collaborate
15. Celebrate
16. Share More engagement = more value/service/mission
objectives
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11. 1: Identify 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
What problem are you trying to solve?
• What impacts matter most to my agency and the public?
• What are the specific outcomes I am looking for?
• What are realistic contributions that communication can make to
11the outcomes?
12. 2: Define Success 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
What is Success:
• Size of audience?
• Quality of engagement?
• Press/accolades looking for
• 12 Define your goals and metrics!
13. 3: Logistics 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Logistical questions to ask yourself:
• What is the time frame? Time to launch?
• Is it a campaign? Is it on-going?
• How does it tie into or complement our other
initiatives?
• What is our budget / staff resources?
• What technology(ies) should we use?
• What data do we have?
• 13 What have we or other learned in the past?
14. 4: Experts + Partners 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Who are the experts/partners?
• Who are the experts on the topic?
• Who are/could be your
connectors?
• Who are/could be your partners?
• What is our ask of them?
• What’s in it for them - How can we
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incentivize them?
15. 5: Segment 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Why to segment?
• Figure out who is who, and where
• Reach these people specifically
• Give them what matters most
• 15 Repeat, and increase participation
16. 6: Enlist 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Capture people
where they
are…get people
to sign up!
Enlist Your People:
• Who are our stakeholders?
• Where is the target audience currently?
• What would compel them to sign up?
• How can we get them to sign-up?
• 16 What have we done in past?
17. 7: Cross Promotion 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Cross-promote:
• Re-tweet, Share, Send-on-behalf
• Participate in the GovDelivery Network
• Find partners and work with them
• 17 Work with other agencies who can share ROI
18. 8: Educate 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
How do you help them learn?
• Make your content easy to find
• Sticky (so come back)
• 18 Make it fun!
19. 9: Empower 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
How do you get them to own it?
• Ask them for feedback!
• Include their feedback
• Allow them to use their own voice
• 19 Invite them to co-lead/facilitate/organize
20. 10: Energize 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
How do you keep them energized?
• Ask lots of questions/what they want, and if yes, delivery more
• Use weekly issues/themes
• Ensure latest/most interesting activity above the fold
• Highlight people’s accomplishments
• 20 Do stuff together in person: don’t only know people by their avatars
21. 11: Enforce 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14
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Tip =
Tons of resources on policies:
www.data.govloop.com
How do you get them to play nice?
• What is working?
• What type of content popular?
• What type of frequency popular?
• 21 What are our key problems?
22. 12: Measure 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Most Useful Tools?
Questions to Ask: Free:
- Google Analytics
• What is working? - Facebook Insights
• What type of content popular? - Tweet Reach
• What type of frequency popular Cost:
- Radian6
• What are our key problems? - Viral Heat
• 22 Weekly/Monthly Analytics Reports - PageLever
23. 13: Adapt 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
How do you keep them coming back?
• Experiment, iterate, and evolve
• Don’t recreate wheel - emulate examples by your peers
• Falling down is a way to remember how to get back up
• 23 Give them what is most interesting/vital for them
24. 14: Collaborate 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
How do you get them to collaborate?
• Encourage collaboration around something they really care about
• Make it easy to join
• 24Provide positive reinforcement
25. 15: Celebrate 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Importance of celebrating:
• Shared sense of ownership/pride
• Makes the content/community sticky
• Moves users to leadership phase
• Drives awareness
• 25 People love to celebrate/rally around something
26. 16: Share 15 Point Check List- - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Why share:
• We are highly influenced by what our peers
do – sharing works
• Sharing exponentially expands our reach
26 and potential to reach new audiences
27. What Really Matters?
Saving a life
1 Million OR through a
Followers? successful flu
campaign?
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28. Which Analytic Tools Most Useful?
Free: Cost:
• Google Analytics • Viral Heat
• Facebook Insights • PageLever
• Social Mention • Radian6
• Twitter grader • Authority Labs
• TweetReach • PostRank
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