This document summarizes an orientation call for a peer learning group on measuring the networked nonprofit. The call covered introductions, an overview of the program which involves participants designing and implementing action learning projects to measure their social media strategies. A maturity assessment was also conducted to evaluate participants' current measurement practices. The group will have further conference calls over coming months to support each other's projects and learning.
Built for Success: Online Course Design and the COI FrameworkCaroline Conlon
This session will focus on the practical application of the three COI (Comunity of Inquiry) “presences” in course design. Strategies
to build student engagement, community and pedagogical components for each presence will be summarized. A concrete example
of each presence will be explored in depth along with the process used to select effective technology and pedagogical components.
The session will close with a demonstration of the application of COI techniques in major LMS systems including Blackboard,
Moodle, and Canvas. Handouts and worksheets for designing online courses using the COI model will be provided.
Citizen science at informal science education institutions workshop slidesCitizenScience.org
Citizen science programs have the potential to increase participants' knowledge of science content and processes, engagement with science, and development of skills like data collection and analysis. Science centers are well positioned to develop citizen science programs that can provide learning experiences for visitors and meaningful data for scientific research. Evaluating these programs can measure their impact on outcomes like knowledge, attitudes, behaviors, and scientific literacy.
Design Innovation for Group and Individual VolunteeringRandall Blair
Project was to research youth volunteering using a human centered design lens. By listening to and observing the needs of young volunteers and of the adults that support them in these activities, we can design a system that uses current and emerging technology to facilitate the administration and participation in group volunteering opportunities.
ECEEE summer study 2011 presentation on using social media to promote energy efficiency research in New Zealand. Panel 8 - Dynamics of Consumption (which I co-led with Michael Ornetzeder)
This document discusses groupware evaluation methods. It provides an overview of groupware applications and evaluation objectives. Both traditional single-user evaluation methods and groupware-specific methods are described, including mechanics of collaboration analysis and collaboration usability analysis. Analytical methods like groupware task analysis are also covered. The document examines examples of evaluation studies that combine traditional and groupware methods and analyzes awareness mechanisms. It concludes that evaluating groupware is complex due to many impacting factors and that both tool interfaces and collaboration processes must be assessed.
The training aims to help schools move beyond simply collecting discipline data to using the data to solve problems. Data should be regularly used to problem solve as it provides an objective view of current issues, increases efficiency, and ensures strategies and interventions are effective. The training will cover data sources like office referrals and suspensions, how to analyze the data using tools like the Team Initiated Problem Solving model, and how to structure data-driven meetings to develop and evaluate action plans. The goal is to improve the school experience for students, staff, and families by clearly identifying problems and designing specific solutions.
Mingle Case-study with Minnesotta State Colleges and UniversitiesThoughtWorks Studios
While adopting Agile processes for their state-wide
development teams at Minnesota State Colleges & Universities (MNSCU), the
Enterprise Software Development division sought to develop more mature
Agile processes among their teams, and to find a tool that would facilitate
those Agile ideas in a distributed team culture. By using Mingle, they can
customize the tool to mirror and support their development, collaboration and
reporting needs. They also now deliver software products that are more timely
and well tested and better meet the needs of their customers, the students and
staff at MNSCU.
Built for Success: Online Course Design and the COI FrameworkCaroline Conlon
This session will focus on the practical application of the three COI (Comunity of Inquiry) “presences” in course design. Strategies
to build student engagement, community and pedagogical components for each presence will be summarized. A concrete example
of each presence will be explored in depth along with the process used to select effective technology and pedagogical components.
The session will close with a demonstration of the application of COI techniques in major LMS systems including Blackboard,
Moodle, and Canvas. Handouts and worksheets for designing online courses using the COI model will be provided.
Citizen science at informal science education institutions workshop slidesCitizenScience.org
Citizen science programs have the potential to increase participants' knowledge of science content and processes, engagement with science, and development of skills like data collection and analysis. Science centers are well positioned to develop citizen science programs that can provide learning experiences for visitors and meaningful data for scientific research. Evaluating these programs can measure their impact on outcomes like knowledge, attitudes, behaviors, and scientific literacy.
Design Innovation for Group and Individual VolunteeringRandall Blair
Project was to research youth volunteering using a human centered design lens. By listening to and observing the needs of young volunteers and of the adults that support them in these activities, we can design a system that uses current and emerging technology to facilitate the administration and participation in group volunteering opportunities.
ECEEE summer study 2011 presentation on using social media to promote energy efficiency research in New Zealand. Panel 8 - Dynamics of Consumption (which I co-led with Michael Ornetzeder)
This document discusses groupware evaluation methods. It provides an overview of groupware applications and evaluation objectives. Both traditional single-user evaluation methods and groupware-specific methods are described, including mechanics of collaboration analysis and collaboration usability analysis. Analytical methods like groupware task analysis are also covered. The document examines examples of evaluation studies that combine traditional and groupware methods and analyzes awareness mechanisms. It concludes that evaluating groupware is complex due to many impacting factors and that both tool interfaces and collaboration processes must be assessed.
The training aims to help schools move beyond simply collecting discipline data to using the data to solve problems. Data should be regularly used to problem solve as it provides an objective view of current issues, increases efficiency, and ensures strategies and interventions are effective. The training will cover data sources like office referrals and suspensions, how to analyze the data using tools like the Team Initiated Problem Solving model, and how to structure data-driven meetings to develop and evaluate action plans. The goal is to improve the school experience for students, staff, and families by clearly identifying problems and designing specific solutions.
Mingle Case-study with Minnesotta State Colleges and UniversitiesThoughtWorks Studios
While adopting Agile processes for their state-wide
development teams at Minnesota State Colleges & Universities (MNSCU), the
Enterprise Software Development division sought to develop more mature
Agile processes among their teams, and to find a tool that would facilitate
those Agile ideas in a distributed team culture. By using Mingle, they can
customize the tool to mirror and support their development, collaboration and
reporting needs. They also now deliver software products that are more timely
and well tested and better meet the needs of their customers, the students and
staff at MNSCU.
This document discusses how social media can benefit project management. It begins with an abstract that outlines how communication is key to project success but is changing with new technologies. The author then discusses their experience using social media for a case study project and conference. Specific benefits of social media are summarized for communication, scope, resources, and procurement. The author argues that social media allows for improved and constant communication across virtual teams.
Tips data decisionmaking-in school coach training summer institute 2012cayce_mccamish
The document discusses using discipline data to solve problems in schools. It provides 3 key points:
1) The goal is to help schools move beyond simply collecting discipline data to using the data to solve problems.
2) Data should be regularly used to problem solve as it provides an objective view, increases efficiency, and ensures strategies are effective.
3) Effective data use requires accurate data collection, analyzing patterns in the data, and designing solutions informed by the data analysis.
Fitting an Activity-Centric system into an ecology of workplace toolsAruna Balakrishnan
1. Lotus Activities was used primarily for bounded, in-progress projects with a definite goal and shorter time frame, rather than for long-term archival use or open-ended collaboration.
2. While Lotus Activities helped reduce fragmentation for certain tasks, it did not eliminate fragmentation or replace the need for other tools. Wikis and shared repositories were preferred for long-term use, while email still contributed to fragmented work.
3. The design of Lotus Activities, with its limited structure and liberal sharing capabilities, made it suitable for lightweight collaboration on evolving projects. However, its limitations also meant it did not fulfill all collaboration needs met by other tools.
The document discusses NASA's assessment of its innovation ecosystem. It found that while NASA has processes to support idea generation and collaboration, like working groups and challenges, these processes are stovepiped and not integrated in a way that facilitates open information sharing and synergistic collaboration across the agency. As a result, NASA lacks transparency and efficiency in managing its innovation pipeline. The assessment concluded that NASA needs an approach to collectively leverage existing processes to encourage collaboration and bring together experts to promote innovative ideas and technologies.
Gamification of collaborative idea generation and convergenceSilvia Azevedo
The document describes a study that tested the impact of gamification elements on collaborative idea generation and convergence activities. Teams used a system to either brainstorm and converge ideas (the baseline) or with added game elements like goals, progress bars, points and leaderboards (the gamified version). Preliminary results found that teams using the gamified version generated more ideas during brainstorming and engaged in more discussion during convergence, without negatively affecting idea quality. Participant feedback also suggested the game elements had a positive impact on participation and engagement in the activities.
This document outlines a proposed plan for implementing technology-enabled learning in Huntsville City Schools. It begins with an overview of the need to transform the district's approach to technology use given the gap between its aspirational mission and current reality. It then presents a 10-step path to guide the transformation, including creating a vision, understanding the current state, sharing plans, deciding an implementation approach, crafting a detailed plan with metrics, executing in phases, managing the change process, reporting on progress, and making adjustments. The goal is to help HCS achieve its mission of ensuring all students graduate prepared for success in a global, technological society.
Redistributing Leadership in Online Creative CollaborationKurt Luther
Presented by Kurt Luther (Postdoctoral Fellow, Carnegie Mellon University) at the 2013 ACM Conference on Computer Supported Cooperative Work (CSCW 2013) in San Antonio, TX.
This document summarizes research from interviews and usability testing on the process of creating courses on the P2PU platform. Key findings include that users iterate a lot when developing courses, with over 70% visiting P2PU over 20 times. Collaborative tools like Etherpad are popular for drafting content. Recommendations focus on improving the in-platform editing and creation process to better support collaboration and iterative development. Next steps include additional user testing and integrating the findings with other platform initiatives.
This two-day training course focuses on developing leadership skills for effective project management. Day one covers becoming a high-performing team member, improving leadership and teamwork, and powerful communication techniques. Day two focuses on motivating project teams, making good decisions, managing conflict, negotiation skills, and implementing project changes. The training aims to provide practical skills and tools to help project managers lead successful projects.
The 2010 Environmental Performance Summit was held from June 28-30, 2010 in Arlington, VA. The summit focused on measuring and improving environmental performance in government agencies. It featured workshops on developing quality performance measures and integrating performance and budgeting. The keynote address discussed the status of Executive Order 13514 on meeting federal leadership requirements for environmental, energy, and economic performance. Breakout sessions provided strategies for utilizing performance measures and selecting the right measures for environmental programs.
This document discusses managing diverse and geographically dispersed teams. It identifies some of the complexities in managing such teams, including predicting human behavior, cultural diversity, and integration issues. It recommends developing team discipline, using consistent processes and tools, insisting on face-to-face interactions, open communication, objective evaluation, and leveraging team power. Effective leadership, clear objectives, and positive team dynamics like establishing trust and providing recognition are also important. The document provides an example of how not managing a diverse team effectively can lead to conflicts and lack of focus. It concludes that diversity, if well-managed, can produce superior results.
OE Peer Group 2 - Session 1 OrientationBeth Kanter
This document summarizes an orientation call for a peer learning group aimed at improving social media practices with measurement. The agenda included introductions, an overview of the program, an assessment of participants' current maturity of social media practice, and plans for the next session. The goals of the program are for participants to improve their social media practices in at least one area over the course of the program and for 25% of participants to apply and share learning about best practices.
The document outlines an agenda for a workshop on becoming a networked NGO, including introducing the concept of a networked nonprofit, mapping networks using social media, developing a social media strategy and policy, and designing action learning projects. Participants will learn practical tips for using social media effectively through presentations, exercises, and peer sharing to help strengthen their communications strategies and networks. The goal is for NGOs to implement small social media pilots and share learning to better leverage relationships and amplify impact.
Measuring Networked Nonprofit: Peer Group 1 - Session 1Beth Kanter
The document outlines an agenda for a meeting of the Peer Learning Group discussing measuring the impact of social media for nonprofits, including reviewing the 7 steps of measurement, identifying success metrics, and brainstorming potential action learning projects to apply measurement techniques to social media activities. Participants were also encouraged to document their action learning project ideas on a shared wiki and sign up for optional one-on-one coaching sessions.
This document summarizes the third session of the Peer Learning Group on measuring the networked nonprofit. The session focused on defining goals, audiences, and key performance indicators for measurement projects. Participants then shared details of their action learning projects which involve designing and implementing measurement strategies. Next steps include uploading project descriptions to the wiki by March 1st and the next session will focus on measuring engagement and influence on March 18th.
The document summarizes a session on benchmarking and key performance indicators (KPIs) for measuring social media efforts at nonprofits. Three organizations - the American Leadership Forum Silicon Valley, the National Wildlife Federation, and the Monterey Bay Aquarium - shared their experiences developing SMART objectives, identifying relevant peer organizations for benchmarking, and establishing KPIs to track performance. The session provided an overview of benchmarking and KPIs, and highlighted examples and challenges the organizations have faced in designing and implementing social media measurement pilots.
Here are some questions to consider as you view the maps:
- What patterns do you notice?
- Which maps have strong/weak networks?
- Where are the gaps or opportunities?
- How could you strengthen your own network?
Develop
- How could you build on existing relationships?
- What new connections could you forge?
Weave
- How might you collaborate or amplify each other?
- What resources could you share across networks?
Take time to discuss insights with the map creators!
Using empowerment evaluation to strengthen talent search progamming march 2011CHEARS
1. The presentation provided an overview of empowerment evaluation concepts and discussed how it can be used to strengthen Talent Search programs.
2. Empowerment evaluation aims to increase program success by providing stakeholders with tools for self-evaluation and mainstreaming evaluation into program planning and management.
3. Examples of how empowerment evaluation has been used included a new COE project testing models for Talent Search programs and a Next Generation GEAR UP evaluation approach.
This document summarizes a meeting of the Packard Foundation Grantees Learning Group discussing measuring the impact of social media for nonprofits. The group discussed defining key metrics like conversion rates and engagement. They shared tools for tracking social media referrals and conversions in Google Analytics. Participants then presented their action learning projects, which involve measuring specific social media goals and key performance indicators for their organizations. The next steps are to implement these projects and continue sharing lessons.
Cookies, Convening, and Coffee: Measuring the Networked NonprofitBeth Kanter
This document discusses how nonprofits can become more data-informed in their social media strategies and tactics. It recommends starting with small, measurable goals and using inexpensive tools to collect basic metrics. A seven-step process for social media measurement is presented: 1) define goals, 2) understand audiences, 3) determine investments, 4) set benchmarks, 5) identify key performance indicators, 6) select tools, and 7) analyze data and apply learnings. Case studies from organizations like MomsRising demonstrate how to connect strategies, audiences and investments to meaningful metrics that can guide improvements. The overall message is that nonprofits can start measuring impact with basic data and focus on insights over extensive data collection.
The document discusses using social media as a fundraising tool for organizations. It provides tips on developing a social media plan, including identifying goals and objectives, selecting appropriate tools, implementing a strategy, ensuring proper oversight, and evaluating results. The document also outlines common stages in an organization's social media use, from initial reluctance to fully embracing social media. Tips are provided on developing policies, engaging stakeholders, and creating effective social media campaigns.
Global Health Social Media Working GroupBeth Kanter
Beth Kanter discusses how nonprofits can be more effective by taking a networked approach and using measurement. She advocates adopting a "network mindset" with openness, decentralized decision-making, and collective action. Kanter also stresses the importance of measurement, providing a 7-step process for social media measurement that includes defining goals, audiences, investments, benchmarks, metrics, tools, and data analysis. The document provides examples and advice for nonprofits to crawl, walk, run, and fly in developing networked and data-informed practices.
This document discusses how social media can benefit project management. It begins with an abstract that outlines how communication is key to project success but is changing with new technologies. The author then discusses their experience using social media for a case study project and conference. Specific benefits of social media are summarized for communication, scope, resources, and procurement. The author argues that social media allows for improved and constant communication across virtual teams.
Tips data decisionmaking-in school coach training summer institute 2012cayce_mccamish
The document discusses using discipline data to solve problems in schools. It provides 3 key points:
1) The goal is to help schools move beyond simply collecting discipline data to using the data to solve problems.
2) Data should be regularly used to problem solve as it provides an objective view, increases efficiency, and ensures strategies are effective.
3) Effective data use requires accurate data collection, analyzing patterns in the data, and designing solutions informed by the data analysis.
Fitting an Activity-Centric system into an ecology of workplace toolsAruna Balakrishnan
1. Lotus Activities was used primarily for bounded, in-progress projects with a definite goal and shorter time frame, rather than for long-term archival use or open-ended collaboration.
2. While Lotus Activities helped reduce fragmentation for certain tasks, it did not eliminate fragmentation or replace the need for other tools. Wikis and shared repositories were preferred for long-term use, while email still contributed to fragmented work.
3. The design of Lotus Activities, with its limited structure and liberal sharing capabilities, made it suitable for lightweight collaboration on evolving projects. However, its limitations also meant it did not fulfill all collaboration needs met by other tools.
The document discusses NASA's assessment of its innovation ecosystem. It found that while NASA has processes to support idea generation and collaboration, like working groups and challenges, these processes are stovepiped and not integrated in a way that facilitates open information sharing and synergistic collaboration across the agency. As a result, NASA lacks transparency and efficiency in managing its innovation pipeline. The assessment concluded that NASA needs an approach to collectively leverage existing processes to encourage collaboration and bring together experts to promote innovative ideas and technologies.
Gamification of collaborative idea generation and convergenceSilvia Azevedo
The document describes a study that tested the impact of gamification elements on collaborative idea generation and convergence activities. Teams used a system to either brainstorm and converge ideas (the baseline) or with added game elements like goals, progress bars, points and leaderboards (the gamified version). Preliminary results found that teams using the gamified version generated more ideas during brainstorming and engaged in more discussion during convergence, without negatively affecting idea quality. Participant feedback also suggested the game elements had a positive impact on participation and engagement in the activities.
This document outlines a proposed plan for implementing technology-enabled learning in Huntsville City Schools. It begins with an overview of the need to transform the district's approach to technology use given the gap between its aspirational mission and current reality. It then presents a 10-step path to guide the transformation, including creating a vision, understanding the current state, sharing plans, deciding an implementation approach, crafting a detailed plan with metrics, executing in phases, managing the change process, reporting on progress, and making adjustments. The goal is to help HCS achieve its mission of ensuring all students graduate prepared for success in a global, technological society.
Redistributing Leadership in Online Creative CollaborationKurt Luther
Presented by Kurt Luther (Postdoctoral Fellow, Carnegie Mellon University) at the 2013 ACM Conference on Computer Supported Cooperative Work (CSCW 2013) in San Antonio, TX.
This document summarizes research from interviews and usability testing on the process of creating courses on the P2PU platform. Key findings include that users iterate a lot when developing courses, with over 70% visiting P2PU over 20 times. Collaborative tools like Etherpad are popular for drafting content. Recommendations focus on improving the in-platform editing and creation process to better support collaboration and iterative development. Next steps include additional user testing and integrating the findings with other platform initiatives.
This two-day training course focuses on developing leadership skills for effective project management. Day one covers becoming a high-performing team member, improving leadership and teamwork, and powerful communication techniques. Day two focuses on motivating project teams, making good decisions, managing conflict, negotiation skills, and implementing project changes. The training aims to provide practical skills and tools to help project managers lead successful projects.
The 2010 Environmental Performance Summit was held from June 28-30, 2010 in Arlington, VA. The summit focused on measuring and improving environmental performance in government agencies. It featured workshops on developing quality performance measures and integrating performance and budgeting. The keynote address discussed the status of Executive Order 13514 on meeting federal leadership requirements for environmental, energy, and economic performance. Breakout sessions provided strategies for utilizing performance measures and selecting the right measures for environmental programs.
This document discusses managing diverse and geographically dispersed teams. It identifies some of the complexities in managing such teams, including predicting human behavior, cultural diversity, and integration issues. It recommends developing team discipline, using consistent processes and tools, insisting on face-to-face interactions, open communication, objective evaluation, and leveraging team power. Effective leadership, clear objectives, and positive team dynamics like establishing trust and providing recognition are also important. The document provides an example of how not managing a diverse team effectively can lead to conflicts and lack of focus. It concludes that diversity, if well-managed, can produce superior results.
OE Peer Group 2 - Session 1 OrientationBeth Kanter
This document summarizes an orientation call for a peer learning group aimed at improving social media practices with measurement. The agenda included introductions, an overview of the program, an assessment of participants' current maturity of social media practice, and plans for the next session. The goals of the program are for participants to improve their social media practices in at least one area over the course of the program and for 25% of participants to apply and share learning about best practices.
The document outlines an agenda for a workshop on becoming a networked NGO, including introducing the concept of a networked nonprofit, mapping networks using social media, developing a social media strategy and policy, and designing action learning projects. Participants will learn practical tips for using social media effectively through presentations, exercises, and peer sharing to help strengthen their communications strategies and networks. The goal is for NGOs to implement small social media pilots and share learning to better leverage relationships and amplify impact.
Measuring Networked Nonprofit: Peer Group 1 - Session 1Beth Kanter
The document outlines an agenda for a meeting of the Peer Learning Group discussing measuring the impact of social media for nonprofits, including reviewing the 7 steps of measurement, identifying success metrics, and brainstorming potential action learning projects to apply measurement techniques to social media activities. Participants were also encouraged to document their action learning project ideas on a shared wiki and sign up for optional one-on-one coaching sessions.
This document summarizes the third session of the Peer Learning Group on measuring the networked nonprofit. The session focused on defining goals, audiences, and key performance indicators for measurement projects. Participants then shared details of their action learning projects which involve designing and implementing measurement strategies. Next steps include uploading project descriptions to the wiki by March 1st and the next session will focus on measuring engagement and influence on March 18th.
The document summarizes a session on benchmarking and key performance indicators (KPIs) for measuring social media efforts at nonprofits. Three organizations - the American Leadership Forum Silicon Valley, the National Wildlife Federation, and the Monterey Bay Aquarium - shared their experiences developing SMART objectives, identifying relevant peer organizations for benchmarking, and establishing KPIs to track performance. The session provided an overview of benchmarking and KPIs, and highlighted examples and challenges the organizations have faced in designing and implementing social media measurement pilots.
Here are some questions to consider as you view the maps:
- What patterns do you notice?
- Which maps have strong/weak networks?
- Where are the gaps or opportunities?
- How could you strengthen your own network?
Develop
- How could you build on existing relationships?
- What new connections could you forge?
Weave
- How might you collaborate or amplify each other?
- What resources could you share across networks?
Take time to discuss insights with the map creators!
Using empowerment evaluation to strengthen talent search progamming march 2011CHEARS
1. The presentation provided an overview of empowerment evaluation concepts and discussed how it can be used to strengthen Talent Search programs.
2. Empowerment evaluation aims to increase program success by providing stakeholders with tools for self-evaluation and mainstreaming evaluation into program planning and management.
3. Examples of how empowerment evaluation has been used included a new COE project testing models for Talent Search programs and a Next Generation GEAR UP evaluation approach.
This document summarizes a meeting of the Packard Foundation Grantees Learning Group discussing measuring the impact of social media for nonprofits. The group discussed defining key metrics like conversion rates and engagement. They shared tools for tracking social media referrals and conversions in Google Analytics. Participants then presented their action learning projects, which involve measuring specific social media goals and key performance indicators for their organizations. The next steps are to implement these projects and continue sharing lessons.
Cookies, Convening, and Coffee: Measuring the Networked NonprofitBeth Kanter
This document discusses how nonprofits can become more data-informed in their social media strategies and tactics. It recommends starting with small, measurable goals and using inexpensive tools to collect basic metrics. A seven-step process for social media measurement is presented: 1) define goals, 2) understand audiences, 3) determine investments, 4) set benchmarks, 5) identify key performance indicators, 6) select tools, and 7) analyze data and apply learnings. Case studies from organizations like MomsRising demonstrate how to connect strategies, audiences and investments to meaningful metrics that can guide improvements. The overall message is that nonprofits can start measuring impact with basic data and focus on insights over extensive data collection.
The document discusses using social media as a fundraising tool for organizations. It provides tips on developing a social media plan, including identifying goals and objectives, selecting appropriate tools, implementing a strategy, ensuring proper oversight, and evaluating results. The document also outlines common stages in an organization's social media use, from initial reluctance to fully embracing social media. Tips are provided on developing policies, engaging stakeholders, and creating effective social media campaigns.
Global Health Social Media Working GroupBeth Kanter
Beth Kanter discusses how nonprofits can be more effective by taking a networked approach and using measurement. She advocates adopting a "network mindset" with openness, decentralized decision-making, and collective action. Kanter also stresses the importance of measurement, providing a 7-step process for social media measurement that includes defining goals, audiences, investments, benchmarks, metrics, tools, and data analysis. The document provides examples and advice for nonprofits to crawl, walk, run, and fly in developing networked and data-informed practices.
Global Giving Briefing for Staff and PartnersBeth Kanter
Beth Kanter presented on becoming a data-informed nonprofit through social media measurement. She outlined a 7-step process for social media measurement: 1) define goals, 2) understand audiences, 3) define investments, 4) determine benchmarks, 5) define key performance indicators, 6) select tools, and 7) analyze and apply results. Kanter emphasized starting small with measurement and focusing on insights over data collection. She also presented a "crawl, walk, run, fly" model for nonprofits to gradually increase their use of social media and measurement practices over time.
This document outlines the 7 basic steps for nonprofits to become data informed organizations:
1. Define goals and desired outcomes
2. Identify target audiences
3. Determine the necessary time investment for measurement
4. Establish benchmarks for comparison
5. Select key performance indicators (KPIs) to track
6. Choose appropriate tools and methods for data collection
7. Engage in sense-making of results to inform strategy
Here are the steps to create SMART objectives for your social media strategy:
1. Define your overall goal - What result do you want to achieve?
2. Brainstorm potential objectives that would help reach that goal.
3. Make each objective Specific, Measurable, Attainable, Relevant and Time-bound using the following criteria:
- Specific: Clearly define what you want to accomplish
- Measurable: Quantify how much, how many, etc. so you can track progress
- Attainable: Set objectives that are realistic given your resources and constraints
- Relevant: Align objectives with your overall strategy and goals
- Time-bound: Specify a deadline to achieve the objective
Using Developmental Evaluation to Support Prototyping:A Workshop unitedwaycgy
There is increasing recognition that the problems we and our communities face are complex, dynamic and not easily solved. Our solutions must be as equally complex and dynamic and social innovation (SI) has emerged as a promising method that can guide the development of these complex solutions. A key practice in social innovation is prototyping and the ability to learn quickly in order to make rapid, yet informed, decisions about the ongoing trajectory of our work.
This workshop will introduce participants to the principles and functions of prototyping in a SI initiative and the Developmental Evaluation approach that guide learning, decision making and iteration.
Leading Boldly Network:
Calgary’s Network for Collaborative Social Innovation
This document provides guidance on conducting situational analyses and setting program priorities for University of Wisconsin Extension offices. It discusses engaging community stakeholders throughout the situational analysis to build understanding and ownership. Case examples and tools are provided to aid in gathering and analyzing data on community needs, assets, and concerns. The priority setting process should consider available resources and involve the county oversight committee, as required by law, to identify priorities the Extension office will address. Communicating results builds further involvement.
The document provides an overview of day two of a workshop on effective social media strategy for NGOs. The agenda includes introducing principles of effective social media, discussing different levels of social media practice maturity, and inspiring case studies from Pakistan. Participants will work on developing a social media strategy, including defining SMART objectives and identifying target audiences and metrics. The workshop emphasizes aligning social media with communications goals and integrating it across online presences like blogs and websites.
The document provides guidance on developing and implementing an effective social media strategy for non-profits. It discusses starting with basic presence and engagement ("crawl"), then building to more consistent use of 1-2 platforms linked to goals ("walk"), and ultimately strategic use across multiple platforms integrated throughout the organization ("run"). The document offers tips on various social media tools, creating a plan with goals and evaluation, engaging stakeholders, and examples of effective nonprofit social media use.
ICT are transforming Cuban higher education towards the adoption of blended-learning and distance learning. This dissertation focuses on investigating the effectiveness of using social software to support collaborative learning in a Cuban university. Five studies were conducted within three phases that included diagnostic, integration and validation of the social software that was used to support collaborative learning. A didactic model was created to integrate social software within Cuban teaching and learning in higher education. Social Network Analysis and content analysis were used to evaluate the effectiveness of social software to support students' learning through their collaborative learning relationships and through their posts in wiki pages and online discussions. Statistical analysis was used to evaluate students' self-efficacy as a measure of their achievements in social software-supported collaborative learning. The findings confirmed social software’s suitability to support collaborative learning, as it increased collaborative learning's effectiveness, compared to face-to-face collaborative learning. Specific findings were revealed for the use of wikis and online discussions within teaching and learning, which are extendable to other social software tools. A didactic model to integrate social software in Cuban teaching and learning, as well as a framework to analyse students' interactions, were used for first time and validated to extend its use among Cuban university stakeholders.
This document summarizes a workshop on building evaluation capacity for projects in India. It discusses that evaluation capacity involves creating feedback mechanisms to guide decision making. Evaluation can increase an organization's ability to adapt and involve stakeholders. The workshop focused on cultivating data and interpreting it to make it useful for different audiences. It emphasizes that leadership commitment is critical to integrating evaluation into organizational learning. The document provides an example logic model and discusses considerations for collecting culturally valid data.
Similar to Packard Foundation OE Peer Learning Group (20)
Nonprofits and the Age of Automation: Bots, AI, and Struggle for HumanityBeth Kanter
This document discusses the rise of automation through artificial intelligence and bots. It describes different types of AI like machine learning, natural language processing, and super AI. Examples are given of how nonprofits are using bots and AI for tasks like fundraising, volunteer coordination, public health outreach, and activism. Ethical concerns around data privacy and algorithmic bias are raised. The document encourages nonprofits to experiment with bots through small pilots while evaluating impacts and stakeholder feedback.
Beth Kanter discusses burnout in the nonprofit sector and provides strategies for self-care and creating a culture of wellbeing in the workplace. Burnout is common due to high demands, few resources, and lack of recovery time. Self-care includes consistent habits to enhance wellbeing, such as protecting sleep, going on a news diet, meditative art, scheduling quiet time, and taking real vacations. To create wellbeing in the workplace requires leadership and culture change through staff feedback, wellness programs, and small policy changes rather than quick fixes. The benefits include improved recruitment, retention, health, and performance.
Combating Distraction and Enhancing Productivity: Technology Wellness in the ...Beth Kanter
This document discusses how technology use can lead to stress and burnout if not managed properly. It provides tips for personal technology wellness, such as limiting device use before bed, taking breaks from screens, and assessing one's technology habits. For organizations, it recommends establishing norms around email, meetings, collaboration platforms, and device-free spaces to avoid "collaborative overload" and promote focus. The overall message is that being intentional with technology can help individuals and nonprofits be more productive while also healthier and happier.
Happy Healthy Nonprofit: Strategies for Impact without BurnoutBeth Kanter
Beth Kanter discusses strategies for preventing burnout in nonprofit professionals and organizations. She explains that burnout is caused by feeling overwhelmed with too many demands and too little recovery time. Kanter advocates for implementing self-care plans that incorporate habits across five spheres of living: protecting sleep, standing more at work, walking, scheduling quiet time, and taking real vacations. She argues that moving from individual self-care to a culture of "WE-Care" through leadership, employee engagement, and intentional focus on culture change can help nonprofits thrive without burnout.
The document discusses creating an ideal workplace culture through establishing effective meeting norms and practices. It provides tips for planning meetings, giving and receiving feedback, setting cultural norms, and avoiding "collaborative overload". The agenda includes icebreakers, exercises on social styles, listening techniques, feedback models, creating meeting norms, and reflecting on productivity. The goal is to promote mutual support, learning, and effective collaboration through establishing shared expectations and communication best practices.
This document provides strategies for enhancing a nonprofit's online presence through social media. It discusses how to become a "networked nonprofit" by listening and engaging with networks to achieve outcomes. It emphasizes using social media and online tools to further an organization's mission. The document then provides tips on developing an effective social media strategy, including assessing audiences, setting objectives, creating engaging content, activating champions, and selecting appropriate channels. It stresses using storytelling and developing a consistent content creation process.
This document discusses how technology use can lead to stress, burnout, and decreased productivity among nonprofit professionals and organizations. It provides tips for personal technology wellness, such as using an alarm clock instead of phone to wake up, taking walking meetings, and regularly unplugging from technology. It also recommends bringing technology wellness into the workplace through practices like dedicating time for quiet work without distractions, scheduling meetings around energy levels, and creating device-free zones. The goal is to use technology and structure workdays intentionally to improve focus, health, and happiness for nonprofit employees and organizations.
This document discusses strategies for preventing burnout in the nonprofit sector. It begins by explaining that burnout is common due to high demands, few resources, and lack of recovery time. The speaker then outlines the symptoms and stages of burnout. The rest of the document focuses on the importance of self-care and creating a culture of well-being in nonprofit organizations. It emphasizes that self-care requires intentional habit change, not just quick fixes. Nonprofits should focus on culture change through leadership, employee engagement, and programs that support staff well-being. Small, sustainable changes can make a difference in preventing burnout without large expenses.
The document discusses how nonprofits can promote employee well-being and self-care to prevent burnout. It notes that burnout is a problem for the nonprofit sector due to demanding work and limited resources. The presentation provides a model for self-care that addresses different life domains like sleep, nutrition, movement, and mindfulness. It advocates for organizations to develop well-being strategies, encourage a supportive culture, and help employees establish self-care routines in order to engage staff and maximize impact. Case studies show how nonprofits have successfully implemented various wellness programs and activities.
This document discusses fundraiser burnout and self-care. It begins with an introduction from Beth Kanter and Corine Aartman. The document then discusses the causes and symptoms of burnout. It notes that burnout is common in the nonprofit sector due to feelings of being overwhelmed by demands and lacking resources or recovery time. The symptoms of burnout include emotional exhaustion, cynicism, fatigue, and reduced performance. The document then provides tips for self-care, including protecting sleep, walking more, limiting phone and news consumption, meditating, scheduling quiet time, and taking real vacations. It emphasizes creating a self-care plan tailored to the individual.
The document discusses bringing self-care and well-being into nonprofit workplaces. It notes that burnout is a problem for nonprofit professionals due to high demands and lack of resources. The presentation provides tips for individual self-care practices and creating an organizational culture of well-being. Some key benefits of prioritizing well-being include lower health costs, higher employee satisfaction, better ability to handle stress, and increased productivity. The presentation emphasizes that well-being must be an embedded part of the organizational culture, not just occasional activities, and requires leadership commitment and employee engagement to be successful.
Running Effective Virtual Meetings: Tools & Techniques for EngagementBeth Kanter
This document provides tools and techniques for running effective virtual meetings. It begins with an agenda for a virtual training session on engagement in virtual meetings. The document then discusses survey results on common types and activities in virtual meetings. It provides tips for the before, during, and after stages of virtual meetings, including design, scheduling, opening and closing exercises, facilitation techniques, and follow up. Interactive exercises and templates are demonstrated for creating meeting norms, introductions, and evaluating meetings. Recipes are given for webinar formats involving presentations and panel discussions. The overall document aims to improve engagement and effectiveness in virtual meetings.
The document discusses bringing self-care and well-being into the nonprofit workplace. It begins with an overview of burnout and its symptoms. It then provides various self-care tips that individuals and nonprofits can implement such as getting sufficient sleep, going for walks, practicing mindfulness, and taking real vacations. The document emphasizes that well-being must be embedded in an organization's culture through leadership, employee engagement, and intentional focus. It argues the benefits of prioritizing well-being include cost savings, higher productivity, and attracting and retaining top talent. Overall, the document promotes the idea that self-care is a key part of doing impactful nonprofit work.
Beth Kanter discusses effective technology habits for nonprofit professionals and organizations. She notes that constant technology use can lead to stress and burnout. Her presentation covers personal technology wellness tips like using an alarm clock instead of phone to wake up, taking regular breaks from technology, and organizing phones to avoid overuse. She also provides suggestions for nonprofit workplaces, such as implementing "creativity time" for employees and reducing unnecessary meetings to prevent technology overload. The goal is to bring better technology wellness practices to nonprofit professionals and their organizations.
This document summarizes a presentation by Beth Kanter on creating a healthy and sustainable approach to fundraising. The presentation discusses the risks of burnout for nonprofit professionals and provides strategies for implementing self-care practices and building a culture of well-being at nonprofit organizations. Key points include identifying symptoms of burnout, developing a personalized self-care plan, establishing small, sustainable habits using a "tiny habits" approach, and engaging employees to shift organizational culture to prioritize wellness. The presentation argues this approach can improve outcomes like retention, productivity and stress management.
Creating Resilient Nonprofit Staff from the Inside/OutBeth Kanter
The document provides an agenda and materials for a staff training workshop on developing resilience from the inside out. The workshop covers topics like self-awareness, social styles, listening skills, empowering questions, and peer coaching. Participants learn about their own communication styles, practice reflective listening techniques, and do role plays asking empowering questions and coaching peers. The goal is for staff to gain insights into how to better communicate, support each other, and build resilience both individually and collectively.
Workshop at Helsinki University: Social Media and NGOSBeth Kanter
This document summarizes a presentation about becoming a networked nonprofit and leveraging social media. The presentation covered:
- The benefits of networked nonprofits that are simple, agile, and transparent and listen and engage with networks to achieve outcomes.
- How staff and boards can leverage their professional networks on social media to further the nonprofit's mission.
- Tips for nonprofits on where they fall on a spectrum from just starting to use social media ("crawling") to fully leveraging it ("flying") and how to improve.
Workshop for US Embassy Finland - Finnish- American Societies Beth Kanter
The document discusses the future of social clubs in a digital world. It suggests that traditional nonprofits need to evolve to become more like "networked nonprofits" that are simple, agile, transparent, and leverage people's professional networks to achieve their mission. It provides examples of where organizations fall on a spectrum from just starting to engage digitally to having fully embraced digital strategies. Younger generations are increasingly using social media and digital channels as part of their communities. The document advocates that nonprofits develop a digital strategy to help achieve their goals by understanding their audiences and how social media can help build awareness, engagement, and support.
This document discusses best practices for non-profits to use social media for networking and relationship marketing. It recommends that non-profits become "networked non-profits" that actively engage and listen to networks of people and organizations to reach outcomes. It provides tips for non-profits to start by engaging insiders like staff and boards in social media and to develop socially-engaged staff. It also discusses challenges like boundaries between personal and professional identities on social media and provides strategies for establishing an effective leadership presence on social platforms.
Here are some tips to improve being present:
- Schedule focused work for when you have the most energy
- Limit meetings to 30 minutes as the default
- Ban electronics/multitasking from important meetings
- Protect distraction-free time on individual calendars
- Speak up if a meeting seems unfocused or you notice distractions creeping in
Assessing where your team is at with planning, people skills, priorities and being present can help identify areas to improve collaboration habits. Small changes like these tips can help your team optimize efforts and avoid burnout from too much connectivity.
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
Essentials of Automations: Exploring Attributes & Automation ParametersSafe Software
Building automations in FME Flow can save time, money, and help businesses scale by eliminating data silos and providing data to stakeholders in real-time. One essential component to orchestrating complex automations is the use of attributes & automation parameters (both formerly known as “keys”). In fact, it’s unlikely you’ll ever build an Automation without using these components, but what exactly are they?
Attributes & automation parameters enable the automation author to pass data values from one automation component to the next. During this webinar, our FME Flow Specialists will cover leveraging the three types of these output attributes & parameters in FME Flow: Event, Custom, and Automation. As a bonus, they’ll also be making use of the Split-Merge Block functionality.
You’ll leave this webinar with a better understanding of how to maximize the potential of automations by making use of attributes & automation parameters, with the ultimate goal of setting your enterprise integration workflows up on autopilot.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/how-axelera-ai-uses-digital-compute-in-memory-to-deliver-fast-and-energy-efficient-computer-vision-a-presentation-from-axelera-ai/
Bram Verhoef, Head of Machine Learning at Axelera AI, presents the “How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-efficient Computer Vision” tutorial at the May 2024 Embedded Vision Summit.
As artificial intelligence inference transitions from cloud environments to edge locations, computer vision applications achieve heightened responsiveness, reliability and privacy. This migration, however, introduces the challenge of operating within the stringent confines of resource constraints typical at the edge, including small form factors, low energy budgets and diminished memory and computational capacities. Axelera AI addresses these challenges through an innovative approach of performing digital computations within memory itself. This technique facilitates the realization of high-performance, energy-efficient and cost-effective computer vision capabilities at the thin and thick edge, extending the frontier of what is achievable with current technologies.
In this presentation, Verhoef unveils his company’s pioneering chip technology and demonstrates its capacity to deliver exceptional frames-per-second performance across a range of standard computer vision networks typical of applications in security, surveillance and the industrial sector. This shows that advanced computer vision can be accessible and efficient, even at the very edge of our technological ecosystem.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
"Choosing proper type of scaling", Olena SyrotaFwdays
Imagine an IoT processing system that is already quite mature and production-ready and for which client coverage is growing and scaling and performance aspects are life and death questions. The system has Redis, MongoDB, and stream processing based on ksqldb. In this talk, firstly, we will analyze scaling approaches and then select the proper ones for our system.
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
Mobile Security Framework - MobSF is a free and open source automated mobile application security testing environment designed to help security engineers, researchers, developers, and penetration testers to identify security vulnerabilities, malicious behaviours and privacy concerns in mobile applications using static and dynamic analysis. It supports all the popular mobile application binaries and source code formats built for Android and iOS devices. In addition to automated security assessment, it also offers an interactive testing environment to build and execute scenario based test/fuzz cases against the application.
This talk covers:
Using MobSF for static analysis of mobile applications.
Interactive dynamic security assessment of Android and iOS applications.
Solving Mobile app CTF challenges.
Reverse engineering and runtime analysis of Mobile malware.
How to shift left and integrate MobSF/mobsfscan SAST and DAST in your build pipeline.
AppSec PNW: Android and iOS Application Security with MobSF
Packard Foundation OE Peer Learning Group
1. Peer Learning Group 1:
Measuring the Networked
Nonprofit:
Action Learning Project
Orientation Call: Jan. 22, 2013
Beth Kanter,
Visiting Scholar, Social Media and Nonprofits
The David and Lucile Packard Foundation
Organizational Effectiveness Program
2. Welcome!
If you experience any technical
difficulties logging into the
system, please contact Ready/Talk
Customer support: 800.843.9166
Please use *6 to Mute your
conference line
While we are waiting, play with the
chat: Type in your
Only the name, organization, and location.
moderator What are greatest hopes for
can see you participating in this program?
chats
Greatest concerns?
3. This call is being
recorded
*2
Flickr Photo
by Malinki
4. Peer Learning Group 1:
Measuring the Networked
Nonprofit:
Action Learning Project
Orientation Call: Jan. 22, 2013
Beth Kanter,
Visiting Scholar, Social Media and Nonprofits
The David and Lucile Packard Foundation
Organizational Effectiveness Program
5. Agenda
• Intros
• Program Overview
• Maturity of Practice
Next Session
• Reflection
Tweet your
Only the
insights
moderator can
#netnon
see you chats
8. Participants: Roll Call
AAPIP
American Civil Liberties Union
American Leadership Forum - Silicon Valley
Arts Council Silicon Valley
Community Foundation Santa Cruz County *7 unmute
COMPASS
* 6 mute
Exhale
GlobalGiving
Grantmakers for Effective Organizations
Ibis Reproductive Health
International Women's Health Coalition
Kuumbwa Jazz
Leadership Learning Community
Leopold Leadership Program
Marine Science Institute
PACT
Population Action International
Roots of Change
Stanford Social Innovation Review
The Encore Fellowships Network (hosted by encore.org)
United Way Silicon Valley
Upwell, incubated by Ocean Conservancy
WildAid
Young Invincibles
9. Notifications Sign Up
More than one person per organization can
participate and tag team the work, but
whoever joins the call must be prepared
https://www.surveymonkey.com/s/2013-measure-netnon-grp1-notify
I will also be sending out calendar invitations for the
rest of the calls so you can add it to your calendars.
Note, for some folks, it might not work depending what
you use for your calendar system and your IT set up.
Auditors
http://measure-netnon.wikispaces.com/Participants
10. Participation Expectations
2-8 hours per month
Letter of Agreement:
https://www.surveymonkey.com/s/Measure-Netnon-Grp-1-LOA
• More than one person per organization can participate and tag team the
work, but whoever joins the call must be prepared
• Attend conference calls and participate in Facebook Group
• Participants will self-define their “homework” related to the topic of the call
and their action learning projects
• Each organization will have a “wiki” journal for notes during the program and
“look over the shoulder learning” is encouraged (and important part of my
measurement plan)
• Beth will publish a regular blog post summarizing the best practices or a case
study
• Beth will hold regular offices for small groups or one-on-one remedial
assistance for action learning project, prep presentations, or case study
11. Conference Call Schedule and Topics
Date/Time Topic
January 22 Orientation
Maturity of Practice Assessment
Action Learning Project
February 4 Basic Measurement Steps
Becoming Data Informed
Action Learning Projects - Questions
February 25 Measuring Engagement
Action Learning Projects Identified
March 18 Measuring Influence
April 15 Measurement Tools and Dashboards
* May 29 Making Sense of Your Data
** June 24 Culmination
• All calls at 1 PM PST – except for 1/22
• All calls one hour – except for 6/24
• All calls on Mondays except 5/29 due to holiday
12. Peer Learning Conference Calls: Structure
Check In
Next
Topic
Action
Discussion
Call-In:
866-740-1260 passcode: 740-5939
http://www.readytalk.com passcode: 740-5939
13. The Wiki
http://measure-netnon.wikispaces.com/
14. Office Hours: Optional
• Coaching for Action Learning Projects
• Coaching for Presenting on Call
• 30 minute sessions
• https://my.timedriver.com/4QHZG
16. Action Learning: Project
• Apply the 7 steps of measurement
• Project should focus on smaller, doable
activity or campaign to measure
• Project should ideally start and finish by
June, 2013
• Don’t need to measure everything about it
• Go for the easy win
• Priority in work plan
• Keeps ED up at night
• Area of practice to improve
17. Action Learning
Project Types
Single Program/Event/Channel
Formal Ladder of Engagement Model
Brand Monitoring
Influencer Researcher
Evaluation and Selection of Tools
Improve Internal System – Dashboard, Reporting, Sense-Making
Prelude Project: Benchmark or Research
Identifying An Action Learning Project
Deliverable
• Design complete by March 1st or sooner
• Implementation – March 1- June 1st
• Presentation – June 24th
18. Peer Learning Program: My Use of Measurement
I’m eating my own dog food so I have empathy for you!
19. Grantees communications
strategies have more impact on
policy and social change
Theory of Change
outcomes
Grantees have better
relationships with
influencers , partners, and
stakeholders
Grantees learn
from each other’s
experiences, saving
time and getting
better results
Grantees get better
at social media
integration strategy
and measurement
and learning
discipline
Grantees implement
action learning pilots
and share learning
with each other
20. Peer Learning Program Outcomes
• 50% (12) of participants design, implement, and
document an action learning project that improve results
of social media strategy through measurement
• Participants generate six case studies of how
nonprofits can measure social media effectively that are
published on Beth’s Blog and/or presented during a call
• 50% (12) of participants improve baseline level of
maturity for one or more CWRF Measurement Indicators
and average for group increases by .5 point
21. Ladder of Engagement: Action Learning Projects
Case Study 25% (6)
Project Finished 50% (12)
Implementing, Not
Finished POLL
Example
Designed, Not
Implementing
Not Started
Measurement Plan: Webinar Polls
22. Maturity of Practice: Crawl-Walk-Run-Fly
CRAWL -1 WALK-2 RUN-3 FLY-4
Categories Practices Average
CULTURE Networked Mindset 2.17
Institutional Support 2.21
CAPACITY Staffing 2.13
Communications Strategy 2.21
MEASUREMENT Analysis 1.67
Tools 2.21
Adjustment 2.38
LISTENING Brand Monitoring 1.58
Influencer Research 1.46
ENGAGEMENT Ladder of Engagement 1.46
CONTENT Integration/Optimization 1.50
NETWORK Champions 1.08
Relationship Mapping 1.54
All Indicators for the Entire Group Average:
1.81
Spreadsheet:
http://bit.ly/spreadsheet-group-1-netnon-2013
24. Measurement Indicators: Data Informed
Crawl: Lacks consistent data collection or formal reporting. Draws conclusions
from incomplete data or “drive by” analysis.
Walk: Data collection is consistent, but not shared between departments. Not all
data is linked to decision-making for better results.
Run: Data is from multiple sources and shared across departments through a
dashboard. Does not collect data it doesn’t use. Measurable objectives are based
on benchmarking.
Fly: Establishes organizational KPIs and tracks in organizational dashboard with
different views for departments or levels. May have data analyst on staff.
Score: 1.67
25. Measurement Indicators: Data Collection Tools
Crawl: Using free or low cost analytics tools to collect metrics and analyze
further in spreadsheets if required for actionable insights.
Walk: Using free/low cost analytics tools to collect metrics and analyze
further in spreadsheets if required for actionable insights.
Run: Uses social media management/metrics professional tool and free
tools to collect data and analyze further in spreadsheets if required for
further actionable insights
Fly: Uses professional measurement and analytics tools. Provides
training or uses expert consultants to assist in data/analysis.
Score: 2.21
26. Measurement Indicators: Sense-Making
Crawl: Does not use data to make planning decisions.
Walk: Uses data for decision-making but not a formal organizational
process.
Run: Reports are discussed at staff meetings and used to make decisions
that improve results.
Fly: Formal process for analyzing, discussing, and applying results. Data
visualization and formal reflection processes.
Score: 2.38
27. Maturity of Practice: Crawl-Walk-Run-Fly
CRAWL -1 WALK-2 RUN-3 FLY-4
Categories Practices Average
CULTURE Networked Mindset 2.17
Institutional Support 2.21
CAPACITY Staffing 2.13
Communications Strategy 2.21
MEASUREMENT Analysis 1.67
Tools 2.21
Adjustment 2.38
LISTENING Brand Monitoring 1.58
Influencer Research 1.46
ENGAGEMENT Ladder of Engagement 1.46
CONTENT Integration/Optimization 1.50
NETWORK Champions 1.08
Relationship Mapping 1.54
Quick Fly Over ……
28. Maturity of Practice: CWRF - Culture
CRAWL WALK RUN FLY Score
Networked Understanding of Listening to and Comfort level with Leadership is 2.17
Mindset networks that are cultivating greater comfortable using
connected to relationships with organizational decentralized
organization networks based on openness and decision-making and
mapping networks. transparency. collective action with
Leadership is using networks. Considers
social networks and people inside and
comfortable with outside of the
showing organizations as
personality. assets in strategy.
Institutional Social media policy Social media policy Social media staff All staff use social 2.21
Support is drafted and has been discussed position includes media effectively to
gaining support and approved by facilitating training support organization
through “road leadership. other staff to use objectives.
shows” with social networks.
departments
29. Maturity of Practice: CWRF -Capacity
CRAWL WALK RUN FLY Score
Communications Consideration of Strategic plan with Strategic plan with Strategic plan with 2.13
Strategy communications SMART objectives SMART objectives SMART objectives and
strategy with SMART and audiences for and audience audience definition.
objectives and branding and web definition. Includes integrated
audiences and presence, include Includes integrated content, engagement
strategies for strategy points to content, strategy, and formal
branding and web align social media forengagement champions/influencer
presence. Social one or two social strategy, and program and working
Media is not fully media channels. formal with aligned partners.
aligned. champions/influen Uses more than three
cer program and social media channels.
working with Formal process for
aligned partners. testing and adopting
Uses more than social media channels.
two social media
channels.
Hours 5 hours or less per 5-19 hours per week 20-29 hours per 30-40 hours of staff 2.21
week of staff time is of staff time is week of staff time time is invested in a
invested invested in one in a dedicated dedicated social media
position. Other staff social media position with support
or intentions position. Other staff. Other staff or
implement social staff or interns or interns or influencers
media. influencers implement social
implement social media.
media strategy.
30. Maturity of Practice: CWRF - Measurement
CRAWL WALK RUN FLY Score
Analysis Lacks consistent data Data collection is Data is from multiple Establishes
collection or formal consistent, but not sources and shared organizational KPIs and
1.67
reporting. Draws shared between across departments tracks in organizational
conclusions from departments. Not all through a dashboard. dashboard with
incomplete data or data is linked to Does not collect data it different views for
“drive by” analysis. decision-making for doesn’t use. departments or levels.
better results. Measurable objectives May have data analyst
are based on on staff.
benchmarking.
Tools Not using or not using Using free or low cost Using free/low cost Uses professional
fully. analytics tools to analytics tools to measurement and
2.21
collect metrics and collect metrics and analytics tools.
analyze further in analyze further in Provides training or
spreadsheets if spreadsheets if uses expert
required for actionable required for actionable consultants to assist in
insights. insights. Uses social data/analysis.
media
management/metrics
professional tool to
collect data.
Adjustment Does not use data to Uses data for decision- Reports are discussed Formal process for
make planning making but not a at staff meetings and analyzing, discussing,
2.38
decisions. formal organizational used to make and applying results.
process. decisions that improve Data visualization and
results. formal reflection
processes.
31. Maturity of Practice: CWRF - Listening
CRAWL WALK RUN FLY Score
Brand Observing Tracking keywords, Tracking keywords,Tracking keywords, 1.58
Monitoring conversations and influencers, or influencers, and influencers, and
receiving Google conversations using conversations using
conversations using
Alerts, but not doing free tools, but does free tools and free and paid tools
analysis not have a formal weekly/monthly and weekly/monthly
organizational reporting and reporting and
process for synthesis. synthesis. Capacity
synthesis and to use “real-time”
reporting. information to
respond. Uses both
to make decisions,
avoid social media
crisis before
escalating.
Influencer Not using Uses online systems Uses online systems Uses online systems 1.46
Research and “desk research” and “desk research” and “desk research”
to identify, but is to identify, monitor, to identify, monitor,
not monitoring. and cultivate. and cultivate and to
build an influencer
strategy.
32. Maturity of Practice: CWRF - Content
CRAWL WALK RUN FLY Score
Integration Shares content Uses an editorial Uses an editorial Uses an editorial 1.46
and that may be calendar to align calendar to align calendar to align
Optimization relevant to content with content with content with
audience, but not objectives and objectives and objectives and
consistently and audiences to audiences to audiences to
not measuring publish across publish across publish across
channels channels channels
consistently consistently and consistently,
measures measures
performance performance, and
uses data to plan
content
33. Maturity of Practice: CWRF - Engagement
CRAWL WALK RUN FLY Score
Ladder of Not using Informal Formal description Formal description 1.50
Engagement description of of different levels of different levels
different levels of of engagement of engagement
engagement on based on survey or based on survey or
different platforms qualitative qualitative
or across platforms, research. Aligns research. Aligns
but doesn’t align with strategy, but with strategy and
with strategy or does not collects data and
measurement. measurement reports organized
process for all by engagement and
steps. conversion levels.
34. Maturity of Practice: CWRF - Networking
CRAWL Score
WALK RUN FLY
Champions Has partners but Connects and Consistent Consistent 1.08
is not collaborates with conversations and collaborations with
collaborating on aligned partners inconnections with aligned partners on
social networks. a haphazard way, aligned partners on social channels
not consistent or social media with activities that
strategic. platform(s) and are mutually
implements small aligned with
pilots. objectives.
Relationship Lists Uses low tech Uses low tech Uses low tech 1.54
Mapping organizations or methods (drawings methods and free methods and free
partners but has and sticky notes) to social network and paid social
not visualized or visualize networks analysis tools to network analysis
identified new of individuals and visualize networks tools and uses
ones. organizations of individuals and resulting
organizations. Uses visualizations to
data to inform inform strategy
strategy and and/or measure
tactics. results.
35. Maturity of Practice: Reflection
• What is unclear? Questions?
*6 mute
Type into Chat
* 7 unmute
Only the
moderator can
see you chats
36. Next Session
Next Session:
Feb 4: 1:00 pm PST
Measuring Networked Nonprofit – Finish Reading Chapters 1-4
Use Assessment and Action Learning Checklist:
• What area of your social media practice do you want to measure
and improve?
• What small measurement pilot might help your organization the
most?
Email me if you want do get some peer coaching on the next call
about your project design: bkanter@packard.org
Editor's Notes
Welcome. This is the very session for this project and I’m thrilled that you have decided to participate in this learning journey. I look forward to learning a lot from you. Today’s call is an orientation to the program and an opportunity for you to ask questions.Give my gratitude the The David and Lucile Packard Foundation for supporting this project and my work …
Every few minutes as we get started, tech support reminder, type into the chat, roll call
http://www.flickr.com/photos/malinki/2621920871/sizes/o/Start recording about 2 minutes late to let people join *2
Welcome. This is the very session for this project and I’m thrilled that you have decided to participate in this learning journey. I look forward to learning a lot from you. Today’s call is an orientation to the program and an opportunity for you to ask questions.Give my gratitude the The David and Lucile Packard Foundation OE program for supporting this project and my work …Every project I do with the Packard Foundation is filled with learning. Last year’s group produced the book “Measuring the Networked Nonprofit” -- and some of you were a part of those sessions.This year, I am refining the curriculum, but more to the point a measurement system for improving this program. I am going to be very transparent about measurement – it isn’t about grades or anything scary – it is about making this peer learning program better, improving my skills designing and delivering – and more importantly being able to understand any transformational changes in your practice in a more scientific way.These sessions will help develop a more science tific approach to the CWRF framework – and I will explain that later on.
This is our agenda – we’ll pause along the way for questions.
Here’s a little bit about me – blogger, author, trainer.A lot of my work lately has been designing and facilitating peer learning networks about becoming networked nonprofits and social media– the photo there is a cluster of Packard Fdn. Grantees that focus on family planning … I was in Delhi in June for the start up – an intensive boot camp, followed by remote assistance. There’s were great lunches there, so to avoid people falling asleep … I made them move. The hotel had beautiful three story staircase and they had do laps … so if you do training – incorporating movement and interaction helps people learn and we’re going to do a lot of that today!
Official Welcome (10 minutes) Program Overview: Orient participants to the four days and overall program, including expectations (10 minutes) Exercise (25 minutes)Facilitator asks the group to form 4 groups of 4 people each – social media implementers in two groups, and senior leaders in two groups. Each group will meet over the next 10 minutes. Their task is to reflect together on the following question: What are your hopes for this program and any fears or concerns you have for it as well? After the discussion period, each group will have 3 minutes to share their group's hopes and fears. At the conclusion, facilitator asks the group for their comments, observations and reflections on the whole to debrief.
Because this is our first call, I’m going to run down the names of the organizations and have everyone say their name – so we can hear each other’s voices. I won’t be doing this for every call – we will get into grove where you should arrive 5-10 minutes early and announcement yourself. If you arrive after the call is underway, let us know you are hear by using the chat.
I’ve learned that it is important that everyone understand that these sessions aren’t just about content-deliveryWe are using a “Ready Set Go” model … with an emphasis on the “GO”That means you all will be doing action learning projects and sharing what you put into practice.I feel strongly that this method is what builds capacity - -not for all – but for manyYou will be part of the content – I will deliver some content on the calls – and Stephanie and I will be sharing content/links/resources in the Facebook Group – but all of you have the capacity to do develop your measurement skills.
Each session will include the following related to each best practice: Framework Examples Additional How To Resource Wiki will have links and resources as well as links to notes from call Hub for Journals and Over the Shoulder Learning Wiki will be updated with resources suggested or used by participants during the calls or office hours
My first step was to follow the instructions in Chapter 5 about coming up with a theory of change …. This is a process of saying so what who what ….I originally said, Grantees will get more likes on Facebook, but pushed my self to say – so what so what …Anyway, the ultimate goal is .. But you see this is a six months program … read the slide
I was lucky enough to discuss this with the Packard Foundation evaluation team … the advice I got was that this was reasonable measurement …The first outcome is more of an activity – I’ve found that if participants do the work, they improve their skillsBased on my experience 50% is a reasonable completion rateI am also hoping to capture 6 case studies – that illustrate the work we’ve done that can be shared on my blog and presenting during our learning culmination call or along the way. This is where the office hours come in …I’m using a process called “Baseline” – so I establish where you all are at the beginning and then I do the same survey at the end and compare. This is not necessarily a beginner approach …. The baseline is based on the CWRF and I’ve been working on over several years, testing and reiterating – many thanks to Packard Foundation’ s support to do this .. This year trying to quantify the transformation in skills or knowledge.The measures need to further validating, so we’re still testing.One thing I should note, is that measures are not a report card for you .. If you got 1.2 on something and ended up with 1.5 – that’s progress … it doesn’t matter that someone else got a 2.1 .. So the numbers are not value judgements.What this does give me a benchmark for the group, helps me customize the content, etc.
The action learning projects are very critical to the success of the program .. So I will be measuring
The maturing of practice framework includes looking at 7 best practice areas for networked approaches and social media – and some specific indicators – and looking at what they look at the different maturity levels. If you remember the application form, it asked you questions and that’s how I came up with the scoring system. If you were “crawl” you got 1, Walk 2, Run 3, and Fly 4 – and then I average the scores for the group. I also could come up with a score for your organization overall.So, if you got a 1.5, it means that you are on your way to walking.https://docs.google.com/spreadsheet/ccc?key=0AtsV5h84LWk0dFhENWFXVzBwZ2lWOGlzazZSek5Iemc#gid=1
These are the measurement indicators that were on the baseline survey and have been used to guide the content of the peer learning groupsBut since the focus is on improving your measurement skills, I’m only go to measure and report on the three measurement indicators …….
For your action learning projects, it will be important for crawlers – to set up a regular system and discipline – don’t take on too big a project .. Make it small winFor those walking, important to get everyone’s input …. I know this can be tricky – but we are here to support you.
This might require a leap in terms of your budget – if necessary …… one of our sessions will be professional tools – and I’m going to survey you all = and find out what you’re using and then have you share your knowledge about it ….
This is really important – how you make sense and apply the data …….
The maturing of practice framework includes looking at 7 best practice areas for networked approaches and social media – and some specific indicators – and looking at what they look at the different maturity levels. If you remember the application form, it asked you questions and that’s how I came up with the scoring system. If you were “crawl” you got 1, Walk 2, Run 3, and Fly 4 – and then I average the scores for the group. I also could come up with a score for your organization overall.So, if you got a 1.5, it means that you are on your way to walking.https://docs.google.com/spreadsheet/ccc?key=0AtsV5h84LWk0dFhENWFXVzBwZ2lWOGlzazZSek5Iemc#gid=1