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Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
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Would you weather have excellent salepeople with an average sales manager, or average salespeople with an excellent sales manager? Watch a replay of this webinar with Forum and ZS Associates to find out: http://www.forum.com/register.aspx?id=d9ff62c2-eafe-401c-b32b-f70d7c98c025&edocid=939
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Nonprofit boards need you. Taproot and BoardSource interviewed and surveyed marketing professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 92% of your marketing peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 95% of your marketing peers who have served on boards believe it is important to share their marketing expertise with the nonprofit
You can play an incredibly valuable role on a nonprofit board — from sharing your perspective on an organization’s marketing & branding efforts, joining a board’s communications & marketing committee, to helping staff and board members learn how to effectively share the organization’s unique story.
Check out this presentation for more information on ways marketing professionals can drive impact for a nonprofit board. For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
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Calling All Marketing Professionals : Nonprofit Boards Need YouTaproot Foundation
Nonprofit boards need you. Taproot and BoardSource interviewed and surveyed marketing professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 92% of your marketing peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 95% of your marketing peers who have served on boards believe it is important to share their marketing expertise with the nonprofit
You can play an incredibly valuable role on a nonprofit board — from sharing your perspective on an organization’s marketing & branding efforts, joining a board’s communications & marketing committee, to helping staff and board members learn how to effectively share the organization’s unique story.
Check out this presentation for more information on ways marketing professionals can drive impact for a nonprofit board. For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
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We know people issues are a key strategic pillar of any organisation but the question is how strategic is HR?
Go to http://www.leadershipbydesign.co.nz
for more info
CRMready Webinar Series - Part 1 - CRM: What It Is, Why It’s Important and Ho...TheConnectedCause
In the CRMready Webinar Series, The Connected Cause takes a look at what CRM is, how it can help your nonprofit and details next steps for you to take in order to adopt a new CRM to further your mission. In Part 1 they are joined by Heller Consulting, Idealist Consulting and Idealware to discuss what is CRM, why is it important and how can you make the case for CRM at your nonprofit.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
Engagement, Transparency, Accountability: A Strategic Marriage - Michael Love...HRDstrategies
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Learn more at www.hrdstrategies.com
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How does the community align with the organizational strategy?
What is the business case?
How do we know we are making the right decisions (do we have the priorities)?
How are we measuring success?
What speaks to executives at various stages of a community's lifecycle?
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Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
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A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
We know people issues are a key strategic pillar of any organisation but the question is how strategic is HR?
Go to http://www.leadershipbydesign.co.nz
for more info
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Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
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Learn more at www.hrdstrategies.com
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This session is designed to surface opportunities to excite leadership about the value your online community is delivering and offer insights into ways to spotlight the potential returns and benefits. Following this approach you will be able to answer the burning questions every executive asks and community leader faces:
How does the community align with the organizational strategy?
What is the business case?
How do we know we are making the right decisions (do we have the priorities)?
How are we measuring success?
What speaks to executives at various stages of a community's lifecycle?
Our task as CDFIs is to deploy our loan capital as effectively and quickly as possible to meet the needs of the community. "Sales" is not a bad word in nonprofits, because you are working to make capital access equal for all. Learn how you can implement this within your own organization.
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1. The guiding principles for excellence in strategic account planning
2. Quantitative and qualitative factors to consider in choosing accounts for strategic account planning
3. How to align to the customer’s strategy
Account plan execution
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Lewis Fowler Managing Partner Amy Fowler Stadler explores ten habits that every successful IT organization has adopted. These practical habits ensure your IT organization will be ready to innovate and lead in your field.
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Finding answers to these questions in an imperative for organisations that wish to survive and thrive in the 4th Industrial Revolution — an era that’s bringing a dramatic increase in customer expectations, business risks and project pressures.
This presentation suggests the lenses for project success, works through a good-practice framework and considers valuable techniques to engage, communicate and collaborate around a shared understanding with the stakeholder community.
You’ll learn:
Challenges for business analysis, project delivery and change management
Activities for performing practical stakeholder analysis and management
Tactics for building relationships that satisfy your stakeholder, organization and self
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Participate in a conversation about the challenges in running a top-performing CDFI loan fund. We will share our tips and experiences and learn how we can help you meet your performance goals.
What do you want from this session?
- first timers to employee research?
- some involvement – want to move forward?
- experienced: looking for new ideas?
Let’s look at how to jump the pitfalls
And join the stars
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You will learn:
Plan for real-time opportunities that transcend multiple channels
Get results that move campaigns beyond hype via social
Employ best practices for developing a program for real-time marketing
Similar to Making the case for comms in your organisation (20)
The science behind fake news and misinformation: lessons for effective charit...CharityComms
Dr Andreas Kappes, lecturer, City, University of London
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
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Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
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Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
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Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Alexandra Chesterfield, behavioural scientist, Depolarization Project and Laura Osborne, associate, Depolarization Project and campaigns director, London First
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Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Michele Madden, managing director, nfpSynergy
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
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Gary Mazin, stories library manager, RNIB
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
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Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
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Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
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.
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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
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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
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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.
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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
6. THE PROBLEM
MAY BE
BIGGER THAN
YOU THINK
Our CEO values comms 85%
Our organisation respects comms 59%
Our trustees understand the value of comms 54%
[Charity Comms Comms Benchmark 2017]
7. MAKING THE CASE – TALKING BUSINESS
SOLVING PROBLEMS
FOR THE
ORGANISATION
CREATING NEW
OPPORTUNITIES
STRENGTHENING
RELATIONSHIPS
CHANGING
ATTITUDES AND
BEHAVIOURS
WIN THE
ARGUMENT IN
PRINCIPLE
DATA CAN FOLLOW
9. Big organisational challenges
Ensuring we comply with new legislation and best practice 71.39%
Struggling to recruit for a key role 37.46%
Setting up a new partnership 34.22%
Major IT upgrades and IT failures 32.74%
Restructuring of organisation 32.74%
Withdrawal of major funding source
26.25%
Rationalising and reorganising property and sites 17.99%
Making staff redundancies
17.11%
High staff turnover
15.34%
Closing services
12.39%
Exploring or completing a merger 9.73%
None of the above 6.78%
Criticism in the media, including social media 5.90%
10. Getting inside your CEO’s head
Rise Same Fall
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
Do you expect your charity’s income to rise or fall next year compared to this
year?
Responses
11. Do you feel there is more uncertainty in your
operating environment than in previous years?
Much more
uncertainty
More
uncertainty
Same
uncertainty
Less
uncertainty
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
Responses
13. Stakeholder support
local people local
businesses
local
government
central
government
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
Level of support
Excellent. We get the support we need.
Good. But we need more.
We don’t get the support we need.
N/A we don't need their support
14. It’s not all about the money
work for us volunteer for us skills pro bono ambassadors fundraisers
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
Aside from money, what are you currently looking for from local people (choose all
that apply)?
Responses
15. Which skillsets would your charity most
benefit from?
Fundraising 57.23%
Building partnerships with the commercial sector 51.33%
Branding and communications 38.35%
IT and digital 38.05%
Strategy development 24.19%
Staff development and performance management 21.24%
Legal 14.45%
Building partnerships within the not for profit sector 14.16%
Governance 14.16%
Financial 13.27%
Estates and facilities management 8.55%
Expertise in organisational mergers 2.95%
None of the above 0.88%
16. Activity 1: Solving organisational problems
SOLVING PROBLEMS FOR THE
ORGANISATION
CREATING NEW
OPPORTUNITIES
STRENGTHENING
RELATIONSHIPS
CHANGING ATTITUDES
AND BEHAVIOURS
• What are your organisation’s biggest problems
now and longer-term?
• Is/should your charity exploring new ways of
working e.g. new partners; new funding streams;
new services; different geography?
• Which of your charity’s stakeholders are the most
critical? Are these relationships actively
stewarded?
• Does your charity seek to change attitudes and
behaviour (even if you’re not a public
campaigning charity)?
BETTER COMMUNICATION CAN HELP BY:
17. ORGANISATIONAL
PITFALLS
1. Expected to do everything
2. Too internally focused
3. Narrow view of comms
4. Failing to get senior buy in
5. Disintegrated comms
18. 1. Selective to be effective
• Danger of getting pulled into marketing support for
lots of individual streams of work.
• Recommend communications team focus on key
audiences – perhaps do one properly before
moving on e.g. local authorities; prisons.
• Flagship approach – range of programmes is quite
large. Identify the one that you wish to be known
for. Other programmes to benefit from ‘halo effect’.
19. ORGANISATIONAL
PITFALLS
1. Expected to do everything
2. Too internally focused
3. Narrow view of comms
4. Failing to get senior buy in
5. Disintegrated comms
20. 2. Bringing the outside in – offering
constructive challenge
• Does organisational strategy make sense to the outside
world?
• Licence to ask tricky questions that an outsider might
• Have you ever done an audit of stakeholder views? Do you
have sufficient objectivity to conduct this – in many cases,
yes
• Position communications proposals in context of external
audience’s views.
21. ORGANISATIONAL
PITFALLS
1. Expected to do everything
2. Too internally focused
3. Narrow view of comms
4. Failing to get senior buy in
5. Disintegrated comms
22. 3. Expanding comms’ remit
• Issues management - have you identified risks to the charity? How
are you addressing these? Do you have a crisis communications plan?
• Do you look at the accounts before they get published. Ask for an
explanation/prevent people drawing false conclusions?
• Leadership comms – internally and externally
• Thought leadership activity – what do you want to be known for? E.g.
raising awareness of the issues that you address rather than what you
do.
24. CEO’s view on communications – mixed
messages
“Promoting what we do
among potential funders -
philanthropists, corporates,
foundations”
“We have loads and loads of great human
interest stories but how can we tell those in
a coherent way to raise our profile,
breaking beyond the bubble of people who
know us?”
“Social media channels need a
very authentic voice not
corporate sounding”
“Not too much publicity as
can’t cope with demand”
25. CEO’s views
“Reaching new
volunteers and
keeping them
engaged”
“thoughtful work engaging with
deaf communities around their
needs”
“Being in the right place at the right
time to comment on emerging
trends and being able to be part of
that conversation, keeping our name
out there.”
“Someone to work at a
community-level, we don’t do
very well at shouting what we
do and demonstrating our
impact”
26. ORGANISATIONAL
PITFALLS
1. Expected to do everything
2. Too internally focused
3. Narrow view of comms
4. Failing to get senior buy in
5. Disintegrated comms
27. 4. Getting senior buy-in
SHOW THEM WHAT GOOD LOOKS LIKE (AND WHAT IT DOESN’T LOOK
LIKE)
• Do an audit of your communications. (coherent and consistent?)
• Quick competitor comms analysis always useful. – how will you be
different or better?
• Stakeholder audit
• Use any data if you have it of the impact of previous good practice
• WHAT ABOUT YOUR TRUSTEES?
28. Trustees and
trust
• The time is right
• Comms essential to good governance:
• Raises brand awareness
• Risk management
• impact reporting
• accuracy of information, transparency
• reputation management
• DOES YOUR BOARD HAVE A COMMS CHAMPION?
• DO YOU GO TO BOARD MEETINGS?
RECOMMENDED READING:
https://www.charitycomms.org.uk/how-to-make-the-case-
for-comms-with-trustees
29. Bernard Jenkin MP,
chair of the Public
Administration and
Constitutional Affairs
Committee (PACAC)
“Charities really only
have one asset: your
reputation. It is trustees’
responsibility to look
after it.”
30. Not just strategic nous – some quick tactical
wins
• Over a third of small charity trustees’ annual reports and accounts
fail to meet the Charity Commission’s basic benchmark [Sept 2018]
• tools to be effective and consistent
• Messaging card for SLT and trustees
• Profiles/case studies of beneficiaries
31. ORGANISATIONAL
PITFALLS
1. Expected to do everything
2. Too internally focused
3. Narrow view of comms
4. Failing to get senior buy in
5. Disintegrated comms
32. 5. Get
integrated
• Sub brands
• Internal service delivery silos
• Personal fiefdoms
• Lack of control over visual identity and messaging
• Campaigns and fundraising uncoordinated
WHY HAVE INTEGRATED, JOINED-UP COMMS?
• Make you case more clearly
• Attract more support
• More attractive package to sponsors
>>> audience centric
33. The opportunity for comms
From
• Tactical
• Implementers
• “All things to all men”
• Responsive
• Stretched
• Pockets of support
To
• Strategic and aligned
• Advisors
• Prioritised
• Proactive/agents of change
• Resourced for role
• Organisational buy-in
34. 5. Next steps (take your pick) 1 of 2
your own strategic comms reviewINITIATE
case for comms in relation to organisational strategy (use template)DEVELOP
dangers of failing to invest in commsLIST
flagship services/propositionsIDENTIFY
stakeholder audit – of your charity/your charity’s commsCONDUCT
existing commsAUDIT
competitor commsREVIEW
data and anecdotal evidence from previous comms successCOLLATE
35. 5. Next steps(take your pick) 2 of 2
team of comms allies inc. trusteesBUILD
to acquire new skillsPLAN
yourself as an advisor not just a doerPOSITION
at the top tableBE HEARD
a comms strategy with broad strategic remit and organisational backingTHEN WRITE
37. SOLVING PROBLEMS FOR THE
ORGANISATION
CREATING NEW
OPPORTUNITIES
STRENGTHENING
RELATIONSHIPS
CHANGING ATTITUDES
AND BEHAVIOURS
Key organisational problem: ____________________________________________
Opportunities to be pursued to resolve problem______________________________
How comms will help ___________________________________________________
_____________________________________________________________________
Key stakeholders ______________________________________________________
Comms can help by ____________________________________________________
Comms can make people feel, think and act_________________________________
____________________________________________________________________
TALKING “BUSINESS”
Reputational risk posed by problem is______________________________________
Comms can help by ____________________________________________________
38. Making the case for comms in your organisation
Seminar Room 6
How is ‘communications’ perceived in your charity? And where does it sit in the organisational
structure? Small charity leaders recognise the need for strong communications support, yet often
identify a shortage of these skills in their organisations. In this interactive session Julie will draw on
research and experience working with small charity leaders through the Pilotlight programme, to help
you identify steps you can take to ensure the importance of comms is recognised in top-level decision-
making, and that your comms skills are deployed by your charity as a strategic asset, rather than an
on-demand service.
Julie Kangisser
director, Think Communications
40. Visit the CharityComms website to view
slides from past events, see what events
we have coming up and to check out
what else we do:
www.charitycomms.org.uk