This document summarizes a conference call for a peer learning group focused on improving social media practices. The call covered reviewing progress on applying indicators of networked mindset and institutional support. It also discussed strategy, measurement, and capacity indicators. Practical tips were provided, such as using a POST framework to plan social media content and engagement. Participants were encouraged to apply lessons to their organizations and share on a wiki. The goal is for 50% of participants to improve social media practices in at least one area like strategy or measurement.
The document discusses improving social media practices through measurement within an organizational culture of a networked mindset. It provides an agenda for a meeting that includes reviewing assessments of social media practices, discussing culture indicators like developing a networked mindset and social media policy, and committing to next steps. Participants on the call represent various nonprofits working to improve their social media use.
This document summarizes a meeting of the Peer Learning Group 2 focused on improving social media monitoring, engagement, and measuring. The agenda included sharing examples of social media content and editorial calendars, discussing best practices for content optimization and measurement, and next steps. Participants represented various nonprofits. The discussion focused on linking content strategy to target audiences and objectives, using tools like Facebook Insights to analyze content performance, and streamlining content creation across channels by repurposing content. The next session would focus on specific content and engagement tips and having participants plan out a month of content for one channel and measure it.
This document summarizes a meeting of the Peer Learning Group 2 focused on improving social media practices with measurement. The agenda included introductions, examples of social media measurement frameworks, discussions of content best practices, examples of network maps and social media policies, and practical tips. Participants were encouraged to update their wiki journals tracking their progress. The group aims to have 50% of participants improve their social media practices in at least one area such as strategy, measurement, or engagement.
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.
Using Data and Social Media for Social Justice Outcomes was a presentation given at the 2013 TIG Conference in Jacksonville, FL. The presentation discussed how most legal aid programs are very data focused for client services but have only dipped their toes in social media. It also looked at the maturity of social media practice among nonprofits and how they can progress from just crawling to walking, running and flying with their practices. A key part of becoming more data informed is using measurement to understand what's working and constantly learning from successes and failures.
Case Study: Successfully Collaborating with Healthcare Professionals through Online Community Programs: A Case Study Approach
Presented by: Peter Gannon, Regional Vice President, Within3
Fostering collaboration and engagement is everyone's goal in HCP communications. Enabling technologies that accomplish these goals in a regulated environment can be challenging given perceived constraints from legal, regulatory, medical, and compliance. Peter will introduce some successful cases on how the implementation of private secure HCP networks have enabled greater HCP collaboration, increased the quality of HCP relationships, realized cost savings, and were implemented in accordance with company risk mitigation policies.
www.bdionline.com
Dd partnered with Haitian women's groups after the 2010 earthquake to address gender-based violence. [1] Dd provided trainings and tools to help partners collect violence data, operate a call center for victims, and amplify women's voices through media. [2] This empowered partners with new skills and systems to advocate for survivors and influence decision-makers. [3] Going forward, Dd aims to transfer its systems to local management and train other groups.
This document provides an agenda for the 1st Asia-Pacific Conference on Qualitative Research in Web 2.0, taking place on February 22-23, 2011 in Macau, China. The conference will bring together academics and practitioners to discuss online methodologies for qualitative research. Presentations will cover topics like designing successful online qualitative research, using smartphones for research, and understanding online communities. Participants will also engage in interactive workshops and brainstorming sessions.
The document discusses improving social media practices through measurement within an organizational culture of a networked mindset. It provides an agenda for a meeting that includes reviewing assessments of social media practices, discussing culture indicators like developing a networked mindset and social media policy, and committing to next steps. Participants on the call represent various nonprofits working to improve their social media use.
This document summarizes a meeting of the Peer Learning Group 2 focused on improving social media monitoring, engagement, and measuring. The agenda included sharing examples of social media content and editorial calendars, discussing best practices for content optimization and measurement, and next steps. Participants represented various nonprofits. The discussion focused on linking content strategy to target audiences and objectives, using tools like Facebook Insights to analyze content performance, and streamlining content creation across channels by repurposing content. The next session would focus on specific content and engagement tips and having participants plan out a month of content for one channel and measure it.
This document summarizes a meeting of the Peer Learning Group 2 focused on improving social media practices with measurement. The agenda included introductions, examples of social media measurement frameworks, discussions of content best practices, examples of network maps and social media policies, and practical tips. Participants were encouraged to update their wiki journals tracking their progress. The group aims to have 50% of participants improve their social media practices in at least one area such as strategy, measurement, or engagement.
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.
Using Data and Social Media for Social Justice Outcomes was a presentation given at the 2013 TIG Conference in Jacksonville, FL. The presentation discussed how most legal aid programs are very data focused for client services but have only dipped their toes in social media. It also looked at the maturity of social media practice among nonprofits and how they can progress from just crawling to walking, running and flying with their practices. A key part of becoming more data informed is using measurement to understand what's working and constantly learning from successes and failures.
Case Study: Successfully Collaborating with Healthcare Professionals through Online Community Programs: A Case Study Approach
Presented by: Peter Gannon, Regional Vice President, Within3
Fostering collaboration and engagement is everyone's goal in HCP communications. Enabling technologies that accomplish these goals in a regulated environment can be challenging given perceived constraints from legal, regulatory, medical, and compliance. Peter will introduce some successful cases on how the implementation of private secure HCP networks have enabled greater HCP collaboration, increased the quality of HCP relationships, realized cost savings, and were implemented in accordance with company risk mitigation policies.
www.bdionline.com
Dd partnered with Haitian women's groups after the 2010 earthquake to address gender-based violence. [1] Dd provided trainings and tools to help partners collect violence data, operate a call center for victims, and amplify women's voices through media. [2] This empowered partners with new skills and systems to advocate for survivors and influence decision-makers. [3] Going forward, Dd aims to transfer its systems to local management and train other groups.
This document provides an agenda for the 1st Asia-Pacific Conference on Qualitative Research in Web 2.0, taking place on February 22-23, 2011 in Macau, China. The conference will bring together academics and practitioners to discuss online methodologies for qualitative research. Presentations will cover topics like designing successful online qualitative research, using smartphones for research, and understanding online communities. Participants will also engage in interactive workshops and brainstorming sessions.
Community Engagement - Sensory Therapy Gardens ManualGeoAnitia
The document discusses the importance of involving local communities in planning and developing public open spaces. Some key benefits of community engagement include creating more sustainable spaces that meet community needs, establishing better relationships with the local community, and accessing a variety of community perspectives and specialist knowledge. The community engagement process involves finding diverse community groups, cultivating connections, preparing engagement activities and venues, gathering input, and maintaining partnerships over time. Establishing mutual respect between planners and community members helps ensure all voices are heard.
The document summarizes the history of the Interaction Design Association (IxDA) from its origins as a Yahoo group created in response to Bruce Tognazzini's call for interaction designers to unite, to its incorporation as a non-profit organization in 2005. Key events included the first leadership retreat that defined IxDA's purpose and goals, building an organizational structure and governance, and announcing IxDA to the interaction design community. The first executive committee and board of directors were also established to lead the new organization.
The document discusses key concepts around social networks and online communities. It provides definitions for social networks and online communities, explaining their differences and strengths. It lists common types of members in social networks, from Creators to Inactive users. Success factors for social networks are identified as Remuneration, Influence, Belonging, and Significance. Examples of social networks like Barack2.0 and WIND are discussed. The document emphasizes connecting with users, engaging them, and communicating consistently and positively.
Some of us will never enjoy walking into a room of strangers and making connections. Does that mean we’re doomed professionally? Not at all!
In this webinar, participants learned about the science behind networking and how that science can help engineers, technologists, and introverts make connections successfully and strategically.
We drew on insights from researchers and practitioners in the social sciences and business to learn about the networking practices of high performers.
We dispelled the myth that people who want strong networks should “never eat alone” and participants learned about the simple actions that significantly contribute to the health of a network.
Presented September 20, 2012 for Women in Technology International (WITI):
http://www.witi.com/users/teleclass/media/
http://partneringresources.com/event/networking-basics-for-introverts-2/
The document discusses communities of practice, which are informal groups of people who share a common domain of interest and work together to develop their knowledge and expertise. It provides examples of early communities of practice at Chrysler and Xerox, and defines the key elements of a community as having a domain, practice, and community. The rest of the document outlines reasons for using communities of practice, examples of how different organizations have implemented them, and recommendations for starting a new community of practice, including engaging members, establishing a shared vision, and finding ways to quickly provide value.
This document summarizes information about grazing networks for livestock producers. It discusses that grazing networks are groups of farmers and ranchers who work together to share knowledge about forage management, pasture-based production, and farm economics. It provides background on the origins and growth of grazing networks. It also describes how to start a grazing network, considerations for membership structures and governance, and ways to sustain the network over time, including through activities like pasture walks, guest speakers, and maintaining a social component.
P3.1. Establishing effective livelihood research partnerships for impact at s...GCARD Conferences
The document discusses establishing effective livelihood research partnerships for impact at scale. It notes the importance of focusing on scale and forming partnerships. The approach involves key partnerships at various levels from local to national in countries like Zambia. This includes partnerships with core institutions, implementing partners, and wider networks. Challenges include determining what knowledge and capacities are needed and what mechanisms work best. Next steps are to expand engagement with partners at all levels, foster dialogue, learn from past experiences, and strengthen partner network capacity.
Beatriz Azevedo ARAUJO, Fernando Demétrio PONTES "Reeducation of family agric...Global Risk Forum GRFDavos
The document expresses gratitude to the recipient. It provides the sender's name and email address as well as their university affiliation. The document does not contain any other substantive information.
This presentation was given by MIKAEL HAGSTROM, EXECUTIVE VICE PRESIDENT EUROPE, MIDDLE EAST, AFRICA & ASIA PACIFIC SAS at SAS High Performance Analytics Event held in India on 9th July 2012. It was an executive briefing on High-Performance Analytics (Big data Analytics) with Demo.
This document discusses different types of people in relation to service and provides examples of small acts of service one can do. It outlines 4 types of people: 1) those against service, 2) those unable to serve due to circumstances, 3) those who know about service but do it occasionally, and 4) those who regularly serve and enjoy it. For each type, it provides suggestions, such as type 1 needs more knowledge, type 2 should serve when able, type 3 should regularly allocate time, and type 4 should expand their efforts. It also gives many everyday examples of small acts of service anyone can do, like donating unused items or helping neighbors.
The document discusses a security company that provides both physical and electronic security solutions, including perimeter security, doors, locks, CCTV, access control, fire alarms and risk assessments. It outlines the company's various subsidiaries and services and provides information on risk assessment factors and achieving different security grades according to British standard PD6662.
Lynn Lowery received a congratulatory note from Karen Hernandez for going above and beyond to ensure that a procedure revision at Xcel Energy was issued on short notice. Lowery stayed late to complete the revision and ensured timely reviews from others, demonstrating leadership. Hernandez awarded Lowery 150 points on behalf of the Fire Protection Team in appreciation for the great work.
EAS customer showcase aasonn Sapphire 2013 Theatre presentationIan Grant-Smith
Aasonn is a cloud consulting firm that implemented SAP Financials OnDemand, SAP Travel OnDemand, and SuccessFactors Employee Central to address its business problems of reducing spreadsheet dependence, improving financial and operating visibility, and integrating financials with HR. The implementation occurred in five phases between January and August 2013 and went live on schedule. The new systems solved Aasonn's problems by eliminating manual data entry, supporting multi-org and multi-currency needs, and integrating financials, travel, and HR data.
Izaak Neil provides his design portfolio which includes various projects such as magazine covers, presentations, posters, logos, and websites. The portfolio demonstrates his skills in graphic design, photography, and coding. It outlines the process for each project from initial sketches to final critiques. Izaak's motto is "if I can't do it I will figure it out" which allows him to learn new skills quickly and complete diverse design work.
El ClubTerracanMelilla4x4 celebró su 5o aniversario en el Complejo Turístico de Saidia Grand Be Live en Marruecos. Noventa y dos personas y veintisiete vehículos todo terreno asistieron al evento de dos días. Los miembros del club disfrutaron de las instalaciones de cinco estrellas del hotel, incluyendo playa, comida, entretenimiento y fortalecimiento de lazos de amistad. El presidente del club agradeció al director del hotel su hospitalidad durante el aniversario.
Hamid Custovic; Melisa LJUSA "Land use changes and loss of soil in Bosnia and...Global Risk Forum GRFDavos
Land use in Bosnia and Herzegovina has changed significantly due to war and socio-economic transition. Over 8,700 hectares of agricultural land transitioned to artificial areas like urban settlements, while nearly 6,000 hectares became discontinuous urban areas. Pre-existing land administration systems and unreliable property registers complicate land management and development. Agricultural land prices rise 50-fold when designated for construction. Major challenges include fragmented land ownership, abandoned land, outdated records, and unregulated land use conversions. Improved cadaster systems and coordinated land policy are needed to monitor permanent land losses, support planning, and protect high quality agricultural soil.
Sally BUNNING "Adapting to climate change through sustainable land and water ...Global Risk Forum GRFDavos
This document discusses land and water management projects in 6 East African countries aimed at helping communities adapt to climate change. It provides examples of sustainable land management practices being implemented, such as agroforestry, improved cooking stoves, riverbank stabilization, and mulching. These practices help increase soil moisture, restore degraded lands, sequester carbon, and improve livelihoods. The projects also work with communities to develop participatory land management plans and build capacity on new practices through training. Preliminary lessons indicate the importance of understanding farmers' constraints, partnerships, institutional support, building on existing practices, and focusing on land and water management to increase resilience to climate impacts.
The document discusses challenges for sustainable development in drylands. It recognizes the value drylands provide through goods and services. However, drylands are at risk of desertification from human activities, exacerbating poverty. While policies have aimed to address this, they have not been fully effective. The concept of dryland resilience is discussed, noting they are sensitive but not necessarily fragile ecosystems. Sustainable dryland development requires balancing ecological needs with human demands through agreed upon models and ongoing scientific assessment.
Over 90% of international luxury retailers have stores in Asia Pacific as the region reaches saturation, with 5 of the top 10 most expensive global retail markets located in Asia. In the past 3 years, 237 luxury retailers opened first stores in 27 Asian cities as penetration is high in markets like China at 87% and Hong Kong at 81%. While Australia has lower penetration at 50% primarily due to department store dominance, it offers opportunities for luxury retailers as 16 entered the Australian market in 2014, double the total from 2012-2013. Emerging trends that will drive further leasing demand include affordable luxury brands, food & beverage in stores, and luxury childrenswear.
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.
Master Class Slides: Nonprofit Leadership InstituteBeth Kanter
The document outlines the agenda for a one-day master class on using social media effectively for networked nonprofits, which includes sessions on understanding the networked nonprofit model, developing social media strategies using a crawl-walk-run-fly framework, and interactive exercises around social media policy, network mapping, and case studies of different nonprofit organizations.
Community Engagement - Sensory Therapy Gardens ManualGeoAnitia
The document discusses the importance of involving local communities in planning and developing public open spaces. Some key benefits of community engagement include creating more sustainable spaces that meet community needs, establishing better relationships with the local community, and accessing a variety of community perspectives and specialist knowledge. The community engagement process involves finding diverse community groups, cultivating connections, preparing engagement activities and venues, gathering input, and maintaining partnerships over time. Establishing mutual respect between planners and community members helps ensure all voices are heard.
The document summarizes the history of the Interaction Design Association (IxDA) from its origins as a Yahoo group created in response to Bruce Tognazzini's call for interaction designers to unite, to its incorporation as a non-profit organization in 2005. Key events included the first leadership retreat that defined IxDA's purpose and goals, building an organizational structure and governance, and announcing IxDA to the interaction design community. The first executive committee and board of directors were also established to lead the new organization.
The document discusses key concepts around social networks and online communities. It provides definitions for social networks and online communities, explaining their differences and strengths. It lists common types of members in social networks, from Creators to Inactive users. Success factors for social networks are identified as Remuneration, Influence, Belonging, and Significance. Examples of social networks like Barack2.0 and WIND are discussed. The document emphasizes connecting with users, engaging them, and communicating consistently and positively.
Some of us will never enjoy walking into a room of strangers and making connections. Does that mean we’re doomed professionally? Not at all!
In this webinar, participants learned about the science behind networking and how that science can help engineers, technologists, and introverts make connections successfully and strategically.
We drew on insights from researchers and practitioners in the social sciences and business to learn about the networking practices of high performers.
We dispelled the myth that people who want strong networks should “never eat alone” and participants learned about the simple actions that significantly contribute to the health of a network.
Presented September 20, 2012 for Women in Technology International (WITI):
http://www.witi.com/users/teleclass/media/
http://partneringresources.com/event/networking-basics-for-introverts-2/
The document discusses communities of practice, which are informal groups of people who share a common domain of interest and work together to develop their knowledge and expertise. It provides examples of early communities of practice at Chrysler and Xerox, and defines the key elements of a community as having a domain, practice, and community. The rest of the document outlines reasons for using communities of practice, examples of how different organizations have implemented them, and recommendations for starting a new community of practice, including engaging members, establishing a shared vision, and finding ways to quickly provide value.
This document summarizes information about grazing networks for livestock producers. It discusses that grazing networks are groups of farmers and ranchers who work together to share knowledge about forage management, pasture-based production, and farm economics. It provides background on the origins and growth of grazing networks. It also describes how to start a grazing network, considerations for membership structures and governance, and ways to sustain the network over time, including through activities like pasture walks, guest speakers, and maintaining a social component.
P3.1. Establishing effective livelihood research partnerships for impact at s...GCARD Conferences
The document discusses establishing effective livelihood research partnerships for impact at scale. It notes the importance of focusing on scale and forming partnerships. The approach involves key partnerships at various levels from local to national in countries like Zambia. This includes partnerships with core institutions, implementing partners, and wider networks. Challenges include determining what knowledge and capacities are needed and what mechanisms work best. Next steps are to expand engagement with partners at all levels, foster dialogue, learn from past experiences, and strengthen partner network capacity.
Beatriz Azevedo ARAUJO, Fernando Demétrio PONTES "Reeducation of family agric...Global Risk Forum GRFDavos
The document expresses gratitude to the recipient. It provides the sender's name and email address as well as their university affiliation. The document does not contain any other substantive information.
This presentation was given by MIKAEL HAGSTROM, EXECUTIVE VICE PRESIDENT EUROPE, MIDDLE EAST, AFRICA & ASIA PACIFIC SAS at SAS High Performance Analytics Event held in India on 9th July 2012. It was an executive briefing on High-Performance Analytics (Big data Analytics) with Demo.
This document discusses different types of people in relation to service and provides examples of small acts of service one can do. It outlines 4 types of people: 1) those against service, 2) those unable to serve due to circumstances, 3) those who know about service but do it occasionally, and 4) those who regularly serve and enjoy it. For each type, it provides suggestions, such as type 1 needs more knowledge, type 2 should serve when able, type 3 should regularly allocate time, and type 4 should expand their efforts. It also gives many everyday examples of small acts of service anyone can do, like donating unused items or helping neighbors.
The document discusses a security company that provides both physical and electronic security solutions, including perimeter security, doors, locks, CCTV, access control, fire alarms and risk assessments. It outlines the company's various subsidiaries and services and provides information on risk assessment factors and achieving different security grades according to British standard PD6662.
Lynn Lowery received a congratulatory note from Karen Hernandez for going above and beyond to ensure that a procedure revision at Xcel Energy was issued on short notice. Lowery stayed late to complete the revision and ensured timely reviews from others, demonstrating leadership. Hernandez awarded Lowery 150 points on behalf of the Fire Protection Team in appreciation for the great work.
EAS customer showcase aasonn Sapphire 2013 Theatre presentationIan Grant-Smith
Aasonn is a cloud consulting firm that implemented SAP Financials OnDemand, SAP Travel OnDemand, and SuccessFactors Employee Central to address its business problems of reducing spreadsheet dependence, improving financial and operating visibility, and integrating financials with HR. The implementation occurred in five phases between January and August 2013 and went live on schedule. The new systems solved Aasonn's problems by eliminating manual data entry, supporting multi-org and multi-currency needs, and integrating financials, travel, and HR data.
Izaak Neil provides his design portfolio which includes various projects such as magazine covers, presentations, posters, logos, and websites. The portfolio demonstrates his skills in graphic design, photography, and coding. It outlines the process for each project from initial sketches to final critiques. Izaak's motto is "if I can't do it I will figure it out" which allows him to learn new skills quickly and complete diverse design work.
El ClubTerracanMelilla4x4 celebró su 5o aniversario en el Complejo Turístico de Saidia Grand Be Live en Marruecos. Noventa y dos personas y veintisiete vehículos todo terreno asistieron al evento de dos días. Los miembros del club disfrutaron de las instalaciones de cinco estrellas del hotel, incluyendo playa, comida, entretenimiento y fortalecimiento de lazos de amistad. El presidente del club agradeció al director del hotel su hospitalidad durante el aniversario.
Hamid Custovic; Melisa LJUSA "Land use changes and loss of soil in Bosnia and...Global Risk Forum GRFDavos
Land use in Bosnia and Herzegovina has changed significantly due to war and socio-economic transition. Over 8,700 hectares of agricultural land transitioned to artificial areas like urban settlements, while nearly 6,000 hectares became discontinuous urban areas. Pre-existing land administration systems and unreliable property registers complicate land management and development. Agricultural land prices rise 50-fold when designated for construction. Major challenges include fragmented land ownership, abandoned land, outdated records, and unregulated land use conversions. Improved cadaster systems and coordinated land policy are needed to monitor permanent land losses, support planning, and protect high quality agricultural soil.
Sally BUNNING "Adapting to climate change through sustainable land and water ...Global Risk Forum GRFDavos
This document discusses land and water management projects in 6 East African countries aimed at helping communities adapt to climate change. It provides examples of sustainable land management practices being implemented, such as agroforestry, improved cooking stoves, riverbank stabilization, and mulching. These practices help increase soil moisture, restore degraded lands, sequester carbon, and improve livelihoods. The projects also work with communities to develop participatory land management plans and build capacity on new practices through training. Preliminary lessons indicate the importance of understanding farmers' constraints, partnerships, institutional support, building on existing practices, and focusing on land and water management to increase resilience to climate impacts.
The document discusses challenges for sustainable development in drylands. It recognizes the value drylands provide through goods and services. However, drylands are at risk of desertification from human activities, exacerbating poverty. While policies have aimed to address this, they have not been fully effective. The concept of dryland resilience is discussed, noting they are sensitive but not necessarily fragile ecosystems. Sustainable dryland development requires balancing ecological needs with human demands through agreed upon models and ongoing scientific assessment.
Over 90% of international luxury retailers have stores in Asia Pacific as the region reaches saturation, with 5 of the top 10 most expensive global retail markets located in Asia. In the past 3 years, 237 luxury retailers opened first stores in 27 Asian cities as penetration is high in markets like China at 87% and Hong Kong at 81%. While Australia has lower penetration at 50% primarily due to department store dominance, it offers opportunities for luxury retailers as 16 entered the Australian market in 2014, double the total from 2012-2013. Emerging trends that will drive further leasing demand include affordable luxury brands, food & beverage in stores, and luxury childrenswear.
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.
Master Class Slides: Nonprofit Leadership InstituteBeth Kanter
The document outlines the agenda for a one-day master class on using social media effectively for networked nonprofits, which includes sessions on understanding the networked nonprofit model, developing social media strategies using a crawl-walk-run-fly framework, and interactive exercises around social media policy, network mapping, and case studies of different nonprofit organizations.
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.
The document discusses leading on social platforms and having an effective social media strategy. It provides an agenda for a workshop that covers topics like social mindsets, interactive engagement, measurement, and maturity of practice for social media. The document encourages organizations to move from just crawling to walking, running, and flying with their social media strategies and provides examples of effective practices at different levels of maturity.
The document summarizes a workshop on leading on social platforms given by Beth Kanter. Kanter discusses developing a social media strategy and scaling social media use within an organization. She advocates treating social media as a leadership tool and integrating it across departments. Kanter also emphasizes becoming data-informed by measuring social media initiatives, learning from failures, and using data to improve strategies. The workshop focused on practical steps organizations can take when developing or maturing their social media practices.
Packard Foundation OE Peer Learning GroupBeth Kanter
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.
Here are the key points about engagement maturity levels:
- CRAWL: Not using engagement levels or ladder concept
- WALK: Informal description of engagement levels on some platforms
- RUN: Formal description of engagement levels based on research, aligned with strategy but no measurement
- FLY: Formal engagement levels based on research, aligned with strategy and measurement/reporting
The levels progress from no use of engagement concepts to fully integrating engagement levels into strategy, research, and measurement. Moving from informal to formal approaches and aligning engagement with organizational goals are signs of increasing maturity.
This document summarizes a webinar on evaluating network formation and development. It discusses the opportunities and challenges of network evaluation, patterns of network growth, factors that support or hinder collective action through networks, and questions evaluators should ask about networks. It also provides examples of designing networks to promote health and cultivate leadership through the Barr Fellowship network. Resources for network evaluation are listed at the end.
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.
Crawl, Walk, Run, Fly outlines principles of social media practice for health organizations. The document discusses introducing social media concepts, presenting case studies, and strategies for measurement. It emphasizes starting simply with listening-only approaches and gradually increasing engagement and content creation over time.
The document summarizes a presentation on leveraging social media to serve health organizations' missions.
The presentation covered:
- An introduction and overview of the "networked health organization" framework.
- Themes on developing a social culture within the organization and prioritizing simplicity.
- How organizations can learn from mistakes in using social media.
The presentation provided examples of how organizations like the American Red Cross have successfully used social media for listening, engagement, and building relationships to further their missions. It emphasized developing internal social media capacity and policies to guide use of these tools.
This document summarizes key points from a presentation on networked nonprofits and social media. It discusses how networked nonprofits use social media to engage stakeholders, improve programs, and communicate in a two-way dialogue. It also addresses challenges like dealing with negative comments and information overload. The presentation provides examples of how nonprofits can develop social media policies and strategies to scale social media use internally through staff integration, volunteers, or external "free agents". It emphasizes the importance of transparency, learning from mistakes, and building networks and communities through social media.
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.
The document summarizes a workshop on becoming a networked nonprofit through effective use of digital strategies and social media. It discusses defining characteristics of networked nonprofits, assessing organizational maturity in social media practices, and developing SMART social media strategies and content plans. Attendees learned about monitoring conversations, engaging champions, and creating editorial calendars to guide strategic social media engagement and improve nonprofit goals and outcomes.
IBP Knowledge Gateway - Share, exchange, transfer and apply knowledgeDgroups Foundation
The Implementing Best Practices (IBP) initiative aims to strengthen family planning and reproductive health programs by sharing knowledge and resources between its diverse member organizations. IBP and its consortium members, which include WHO, USAID, and other global health organizations, work at global, regional, and country levels to identify and spread effective practices. They utilize the Knowledge Gateway, a web-based platform, to facilitate exchange of expertise between practitioners and enable collaboration. The goal is to improve health programs by overcoming knowledge gaps and unlocking experience from various organizations.
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.
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 provides guidance on developing an evaluation strategy for communications. It stresses the importance of first determining what aspect of communications will be evaluated, as evaluating all aspects would be too broad in scope. Examples given include evaluating a strategic initiative, tactical effort, or specific media. The document also emphasizes defining a clear goal for communications to support, as the goal will help determine the evaluation approach. The goal represents the long-term desired outcome or change. With a focused area to evaluate and a defined goal, an organization can then develop an effective evaluation strategy.
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.
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.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
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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.
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- 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
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
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See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
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- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
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• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
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1. Peer Learning Group 2:
Improving Social Media
practices with
Measurement
Strategy, Measurement, Capacity
Feb. 26, 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
Announce yourself when you get on
the line
Please use *6 to Mute your
conference line
Only the
moderator
can see you
While we are waiting, play with the
chats chat: Type in your
name, organization, and location.
3. Participant Roll Call
California Coverage & Health Initiatives
Center for Excellence in Nonprofits
Center for Health and Gender Equity
Coastal Watershed Council
Community Foundation for Monterey County
CoreAlign
*7 unmute Hidden Villa
* 6 mute Immigrant Legal Resource Center
Los Altos Community Foundation
National Abortion Federation (NAF)
National Center Family Philanthropy
Opera San Jose
Palo Alto Art Center
Philanthropic Ventures Foundation
Preschool California
Provide
Radio Bilingue
Reproductive Health Technologies Project
Resources Law Group
Resources Legacy Fund
World YWCA
Auditors: Cheryl Chang, Packard Foundation
Friends of Deer Hollow (requested a profile, but necessary for auditing)
Farallones Marine Sanctuary Association
MEarth
The HEAL Project
AlbaFarmers
4. This call is being
recorded
*2
Flickr Photo
by Malinki
5. Peer Learning Group 2:
Improving Social Media
practices with
Measurement
Strategy, Measurement, Capacity
Feb. 26, 2013
Beth Kanter,
Visiting Scholar, Social Media and Nonprofits
The David and Lucile Packard Foundation
Organizational Effectiveness Program
6. Agenda
• Roll Call
• Reminders
• Review what how your organization applied
the networked mindset
• and institutional support indicators
• Strategy/Measurement Indicators
• A few practical and tactical tips
• Hang Out: We will stay on the line for 15
minutes after the call to answer additional
questions and help with the wiki
Only the Tweet your
moderator can insights
see you chats #netnon
7. Participants
California Coverage & Health Initiatives
Center for Excellence in Nonprofits
Center for Health and Gender Equity
Coastal Watershed Council
Community Foundation for Monterey County
CoreAlign
Hidden Villa
Immigrant Legal Resource Center
Los Altos Community Foundation
National Abortion Federation (NAF)
National Center Family Philanthropy
Opera San Jose
Palo Alto Art Center
Philanthropic Ventures Foundation
Preschool California
Provide
Radio Bilingue
Reproductive Health Technologies Project
Resources Law Group
Resources Legacy Fund
World YWCA
9. Reminders: The Wiki
If you want a
wiki tutorial, we
will do this at
the end of the
call.
http://measure-netnon.wikispaces.com/
71% of participants have updated their wiki journals!!!
10. Share the Group
with other
people on staff
Stealth
Measurement
Closed
Facebook
Group
11. Peer Learning Program Outcomes
• Baseline level or score for social media practice improves by .5
• 50% or 10 of participants improve social media practices in at
least one area: capacity, culture, strategy, measurement,
monitoring, engagement, or content.
• 25% or 5 participants apply social media best practices and
share what they’ve learned with others on the culmination call.
SCORE: 1.30
12. Ladder of Engagement: Improving Best Practices
Case Study 25% (5)
Applied, Learned, Shared 50% (10)
Applied, Learned
Applied, No Learning
Did Not Apply
Measurement Plan: Webinar Polls
13. Maturity of Practice: Crawl-Walk-Run-Fly
CRAWL -1 WALK-2 RUN-3 FLY-4
Categories Practices Average
CULTURE Networked Mindset 1.14
Institutional Support 1.62
CAPACITY Staffing 1.24
Communications Strategy 1.38
MEASUREMENT Analysis 1.14
Tools 1.52
Adjustment 1.67
LISTENING Brand Monitoring 1.19
Influencer Research 1.19
CONTENT Integration and Optimization 1.29
ENGAGEMENT Ladder of Engagement 1.14
NETWORK Champions/Aligned Partners 1.10
Relationship Mapping 1.29
• 50% or 10 of participants improve social media practices in at
least one or more areas:
capacity, culture, strategy, measurement, monitoring, engagement,
or content.
15. CWRF Tracker
“We followed the lead of National Center for Family Philanthropy on the
call to set up a tracker for our progress across the crawl-walk-run-fly
model. The tracker has been circulated to management team and
development staff.”
16. Maturity of Practice: CWRF – Culture Indicators
CRAWL WALK RUN FLY Score
Networked Understanding of Listening to and Comfort level with Leadership is 1.14
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.
18. Network Map Process
OTHER ORGANIZATIONS INFORMAL RELATIONSHIPS
• Other Constituents
• Other Constituents • Other Constituents • Other Constituents
• Other Constituents • Other Constituents
Target Audiences
• Describe • Describe
• Describe • Describe
STAFF and BOARD
• Staff
• Staff
• Board
• Aligned PARTNERS • Aligned
Partners Partners
• Aligned
Partners
FORMAL RELATIONSHIPS
19. Network/Stakeholder Mapping
“On "network mentality,' we have
used SNA in our on-the-ground
organizing work, mostly in the
formative and process evaluation
We are NOT doing much relationship
of these efforts. We haven't
mapping, but I'd like to measure how it
included other audiences in those
changes over time; but for starters, just
exercises. Doing so requires having
look at it as a current snapshot.
a particular group of people in the
organization, so we have time
Also, I'm excited to hear that RLF/RLG is
scheduled for the next time our
doing water partners mapping
geographically dispersed team
comes together to do the mapping
work (week of April 22).”
20. Maturity of Practice: CWRF - Culture
CRAWL WALK RUN FLY Score
Institutional Social media policy Social media policy Social media staff All staff use social 1.62
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
22. The Rule Book: Social Media Policy
Trust is Cheaper than Control
http://www.bethkanter.org/trust-control/
23. Palo Alto Art Center: Process
• Reviewed City of Palo Alto social
media policy and will make revisions
appropriate for the Art Center.
• Developed draft of social media cheat
sheet/usage and shared with staff
• Host staff meeting to introduce to
staff
24. Maturity of Practice: CWRF – Strategy and Measurement
CRAWL WALK RUN FLY Score
Communications Consideration of Strategic plan with Strategic plan with Strategic plan with 1.24
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 for engagement 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.
26. POST: KNOW YOUR AUDIENCE
• What keeps them up at night?
• What are they currently seeing?
• Where do they go for information?
• What influences their decisions?
• What’s important to them?
• What makes them act?
27. POST: SMART OBJECTIVES
Results
• Reach, Engagement, Action, Dollars
1. How many? 5. Reflect
2. By when? 3. Benchmark
4. Measure with metrics
28. POST: STRATEGY and TOOLS
Listen Promote Participate Publish Build
No Engagement Broadcast/Share Low Engagement Content Intensive Network
High Engagement
How will you connect to other channels you are using?
29. POST TO GET FROM: Crawl To Walk
PEOPLE: Artists and people in their community
OBJECTIVES:
Increase engagement by 2 comments per post by FY 2013
Content analysis of conversations: Does it make the
organization more accessible?
Increase enrollment in classes and attendance at events by
5% by FY 2013
10% new students /attenders say they heard about us
through Facebook
STRATEGY
Show the human face of artists, remove the mystique, get
audience to share their favorites, connect with other
organizations.
TOOLS
Focused on one social channel (Facebook) to use best
practices and align engagement/content with other channels
which includes flyers, emails, and web site.
31. Who is going It’s worth our
to do the time, but
work?! social media
takes time …
32. Maturity of Practice: CWRF -Capacity
CRAWL WALK RUN FLY Score
Hours 5 hours or less per 5-19 hours per week 20-29 hours per 30-40 hours of staff 1.38
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.
33. Options for Getting the Work Done
Free Integrated Staff Staff
• Intern • Spread • Part-Time • Full-Time
• Volunteer tasks across
• Board staff jobs
Members
34. Make them part of your team
Tasks
Social Media Overview
Account Creation/Customization
Social Media Research
Template Creation
Blog Monitoring
Blog Drafts
Video
Post Facebook Content
Answer comments on Facebook
Collect measurement data
Don’t do this to them ….
37. Small Nonprofits: Spread the Work Between Staff
• 3 person staff
• Social media
responsibilities in all three
job descriptions
• Each person 2-4 hours
per week
• Weekly 20 minute
meeting to coordinate
• Three initiatives to
support SMART
objectives
• Weekly video w/Flip
• Blogger outreach
• Facebook
41. Next Session
Questions?
Next Session: Content and Engagement Tips
March 19 at 1 PM PST
Use Post Worksheet:
• Think through the “People” and “Objectives”
• Identify one social channel that makes sense for who you want
to reach and your results
• Post on your wiki journal
Need Help: Book a Coaching Session with Stephanie Rudat
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 …1. Review what how your organization applied the networked mindsetand institutional support indicators2. Strategy/Measurement Indicators3. A few practical and tactical tips4. Questions
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 for supporting this project and my work …1. Review what how your organization applied the networked mindsetand institutional support indicators2. Strategy/Measurement Indicators3. A few practical and tactical tips4. Questions
This is our agenda – we’ll pause along the way for questions.1. Review what how your organization applied the networked mindsetand institutional support indicators2. Strategy/Measurement Indicators3. A few practical and tactical tips4. 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!
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
The action learning projects are very critical to the success of the program .. So I will be measuring
In addition to moving ahead on the specific culture indicators, we followed the lead of colleagues on the call to set up a tracker for our progress across the crawl-walk-run-fly model. The tracker has been circulated to management team and development staff.
In addition to moving ahead on the specific culture indicators, we followed the lead of colleagues on the call to set up a tracker for our progress across the crawl-walk-run-fly model. The tracker has been circulated to management team and development staff.
https://wiki.library.ucsf.edu/display/EdTechStrategic/1.+Stakeholders+MapMap Definitions:Loosely Linked stakeholders are those, above the horizon line, who have more informal relationships.Target Audiences are people or organizations that directly use your programs or servicesOther Constituents are loosely linked people or organizations who have interests in your programs as end-users.Tightly Linked stakeholders are those, below the horizon line, who have formal relationships. Staff includes all employeesAligned Partners include contract employees, vendors, and materials and equipment suppliers.Boards are any decision making groups with financial and management oversightDefine the stakeholder categoriesSpend 1 minute writing down stakeholders in any category - one per sticky note - write large and legibly Kevin will facilitate the gathering, clustering and clarification of the stakeholdersProduce a final map that reflects this discussion
On "network mentality,' we have used SNA in our on-the-ground organizing work, mostly in the formative and process evaluation of these efforts. We haven't included other audiences in those exercises. Doing so requires having a particular group of people in the organization, so we have time scheduled for the next time our geographically dispersed team comes together to do the mapping work (week of April 22).
Karen is currently looking at the City of Palo Alto social media policy and will make revisions appropriate for the Art Center.Sarah has a hard deadline of Feb. 22 for finalizing our social media cheat sheet/usage procedures. After revisions, it will be submitted to staff.We will be hosting a staff meeting to familiarize staff with our social media policies and procedures - TBDThe social media team will be meeting next week for a brainstorming session on identifying influencers.2/20/2013The great social media policy review continues... Today, we worked on reviewing the City of Palo Alto's social media policy, which is pretty thorough and complete. In fact, it appears like the City's social media policy is being used as an example of how to put together a good social media policy, so we're standing on the shoulders of giants, in that regard. After our session next week, the social media team is going to meet and revise the city's policy for the Art Center's needs and incorporate this into our Social Media Use Cheat Sheet, which will be distributed to the Art Center staff. Sarah has been reading through Beth's blog for more ideas on fleshing out our cheat sheet. She is also reviewing both books, The Networked Nonprofit and Measuring the Networked Nonprofit, in an attempt to better her understanding of the methods and madness of online networking. She hopes to bring some questions to the next session!
You also have to understand audience -- I often get questions, what platform should we be using. I don’t know, ask your audience. You need a good understanding of these questions.
This is a very small NGO in the US. The have 3 people on staff. Each staff person is responsible for one area of their social media related to a SMART objective.Increase awareness by producing one FLIP camera video per week and posting on YouTubeIncrease engagement by reaching out to and encouraging bloggers to write about the organization’s programsIncrease engagement and conversation about the organization’s program by posting content and engaging with fans on FacebookThey have a weekly 20 minute meeting to discuss their plans of what they’re going to do and evaluate how they did last week