The document summarizes a presentation about developing a social media strategy for nonprofits. The presentation covers defining social media, considering audience and tools, and engaging with the audience. It discusses Beth Kanter's social media strategy model of listening, participating, sharing stories, generating buzz, and building community. Common questions around social media for nonprofits are also addressed, such as assessing organizational readiness and measuring return on investment. Examples of nonprofits using social media include the Pittsburgh Zoo, Pittsburgh Social Venture Partners, and LOGOS Ministry.
This document outlines the agenda for a presentation on social media strategy for nonprofits. The presentation will include an analog social networking exercise, defining social media, discussing why nonprofits should care about social media, and considerations for social media planning and strategy. It will also provide a general Q&A session. Key models that will be covered include the WAVE model, Beth Kanter's social media strategy model, and common themes like organizational readiness and measuring return on investment. Examples of nonprofits utilizing various social media tools will also be presented.
The document discusses using social media and online fundraising. It notes that social networks can be used to create awareness and demand through public networks and deliver programs more effectively through private networks. Various roles of social media are listed, such as marketing and promotion (80%), viral awareness (72%), and marketing research (43%). It provides tips such as using the right tools for the problem, using public networks for recruitment, and private networks for programs.
Using surveys to power your social media campaignsdigbyj
The document discusses using surveys to better understand social media audiences and power social media campaigns. It recommends creating a survey with an attention-grabbing headline to learn what audiences like, dislike, and are uncertain about. With survey insights into an audience, marketers can deliver desired content when and how the audience wants it. This boosts social media programs by focusing content, engaging audiences, understanding their slang, and allowing marketers to become experts in the eyes of the audience. The document provides tips on promoting surveys on social networks and using survey insights to give audiences what they want.
The document discusses engagement as the true measure of successful Facebook communities. It defines engagement as requiring dialogue and interaction between consumers and organizations. The document provides best practices for engagement, including encouraging engagement outside brand domains, collaborating with fans, rewarding loyalty, having an authentic digital identity, listening to communities, responding to inquiries, setting community guidelines, avoiding canned responses, and empowering community managers. It also provides case studies on the key engagement elements for Crystal Head Vodka and the film Revolution, including strong customer service, appreciation of user-generated content, compelling branding, and addressing difficult questions.
Are We There Yet: Social Media Marketing and LibrariesFuWaye Bender
FuWaye's presentation at Chinese American Librarians Association (CALA) Midwest Chapter Annual Conference on May 21, 2011 at Indiana University Southeast Library (IUS)
A presentation created for the yearly Leicester Tigers networking event to highlight the importance of strategy in social media marketing. Presented in association with www.tankpr.co.uk.
This document provides best practices and strategies for nonprofits to build online community through social media. It recommends creating a social media committee to develop a plan that identifies super users, encourages engagement through questions, polls and guest posts, and evaluates progress over time. Regular posting and interaction helps cultivate supporters and donors while the team approach makes messaging more viral and sustainable.
This document outlines the agenda for a presentation on social media strategy for nonprofits. The presentation will include an analog social networking exercise, defining social media, discussing why nonprofits should care about social media, and considerations for social media planning and strategy. It will also provide a general Q&A session. Key models that will be covered include the WAVE model, Beth Kanter's social media strategy model, and common themes like organizational readiness and measuring return on investment. Examples of nonprofits utilizing various social media tools will also be presented.
The document discusses using social media and online fundraising. It notes that social networks can be used to create awareness and demand through public networks and deliver programs more effectively through private networks. Various roles of social media are listed, such as marketing and promotion (80%), viral awareness (72%), and marketing research (43%). It provides tips such as using the right tools for the problem, using public networks for recruitment, and private networks for programs.
Using surveys to power your social media campaignsdigbyj
The document discusses using surveys to better understand social media audiences and power social media campaigns. It recommends creating a survey with an attention-grabbing headline to learn what audiences like, dislike, and are uncertain about. With survey insights into an audience, marketers can deliver desired content when and how the audience wants it. This boosts social media programs by focusing content, engaging audiences, understanding their slang, and allowing marketers to become experts in the eyes of the audience. The document provides tips on promoting surveys on social networks and using survey insights to give audiences what they want.
The document discusses engagement as the true measure of successful Facebook communities. It defines engagement as requiring dialogue and interaction between consumers and organizations. The document provides best practices for engagement, including encouraging engagement outside brand domains, collaborating with fans, rewarding loyalty, having an authentic digital identity, listening to communities, responding to inquiries, setting community guidelines, avoiding canned responses, and empowering community managers. It also provides case studies on the key engagement elements for Crystal Head Vodka and the film Revolution, including strong customer service, appreciation of user-generated content, compelling branding, and addressing difficult questions.
Are We There Yet: Social Media Marketing and LibrariesFuWaye Bender
FuWaye's presentation at Chinese American Librarians Association (CALA) Midwest Chapter Annual Conference on May 21, 2011 at Indiana University Southeast Library (IUS)
A presentation created for the yearly Leicester Tigers networking event to highlight the importance of strategy in social media marketing. Presented in association with www.tankpr.co.uk.
This document provides best practices and strategies for nonprofits to build online community through social media. It recommends creating a social media committee to develop a plan that identifies super users, encourages engagement through questions, polls and guest posts, and evaluates progress over time. Regular posting and interaction helps cultivate supporters and donors while the team approach makes messaging more viral and sustainable.
"Using Surveys To Power Your Social Media Campaigns"
Take your social media campaigns to a new level
Fredrik Abildtrup was one of the presenters at the Social Media Marketing Day @Your Desk. Organized by Markedu. More free events here: http://www.markedu.com/web-seminars
Highly successful social media nonprofits align their social media with their overall communications strategy and objectives. They scale their social media by empowering everyone in the organization to integrate it into their workflow. They monitor, listen to, and research the people in their network to get feedback and start conversations about their work.
This document outlines an agenda for a workshop on developing social media strategies. It includes an icebreaker, introduction of the strategy game, breaking into groups to play the game, and report outs. The game involves identifying audiences, reviewing strategy approaches, selecting tools within a limited point system, revising for real-life challenges, and reporting out strategies. The objectives are to experience a strategy brainstorm, select appropriate tools, and identify experiments. Key lessons from case studies on non-profits that emphasize listening, community building and storytelling are provided.
This document provides tips for using public relations and social media to tell a brand's story. It discusses defining goals and audiences, choosing appropriate channels to find conversations, crafting compelling stories, building relationships with media and influencers, using tools like PitchEngine and social networks, creating and pitching content, and measuring online and offline results. The overall message is that PR requires planning strategic communications across multiple channels to engage audiences and spread your brand's story.
A 15 minutes presentation on the key mental model behind successful social media presence for brands, with IPC Media's examples on Horse&Hound and Goodtoknow.co.uk
This presentation is a basic overview of how to start social media. You will want to set up goals, tools, audience, and long-term plans. This will walk you through where to begin and what avenues to take.
BlogWell San Francisco Case Study: Intel, presented by Becky BrownSocialMedia.org
In her BlogWell presentation, Intel's Director, Social Media, Becky Brown, shares how they are listening, learning, and changing their engagement strategy to better connect with fans.
This document discusses the role and responsibilities of a community manager. A community manager is responsible for advocating the brand on social networks, creating buzz, building relationships with influencers, content creation, and developing engagement strategies. On a daily basis, community managers spend 40% having conversations, 20% building visibility, 30% finding new connections, and 10% each on analysis and befriending followers. Effective community managers have strong communication skills, good judgment, dedication, organizational skills, empathy, analytics background, and passion for the brand. The document outlines steps for an effective community management plan and golden rules for community managers.
BlogWell San Francisco Case Study: Adobe, presented by Maria Poveromo & Jenni...SocialMedia.org
In her BlogWell presentation, Adobe's Group Manager, Social Media, Maria Poveromo, and Senior Manager, Product Marketing Creative Suite, Jennifer Kremer share how they are using social media to connect and engage with fans.
Do both traditional and new media marketing have roles in business promotion today? I delivered this presentation to high school students to show them where marketing is going, growing and slowing.
Alameda County Public Health - Social Media ConvosDan Cohen
This document provides questions to brainstorm goals and strategies for social media conversations. Part 1 focuses on determining organizational goals for social media use and measuring success. Part 2 involves building on these goals by identifying target audiences, desired actions, messaging, and representatives. Part 3 is developing a social media strategy by determining roles, prioritizing initial steps, securing support and resources, establishing metrics, and choosing appropriate tools. The overall document aims to guide a collaborative discussion around establishing a comprehensive yet practical social media approach.
Introduction to Social Media Policies CreationJason Cruz
Lecture notes and presentation slides on social media policies creation. This presentation covers items from objective-setting to samples of well-made social media policies.
BlogWell San Francisco Case Study: InterContinental Hotels Group, presented b...SocialMedia.org
In his BlogWell presentation, InterContinental Hotels Group's Senior Manager, Social Media, Nick Ayres, shares how they used online communities to jumpstart their global social media program.
The document summarizes key points from a social media bootcamp on measurement and metrics. It discusses the difference between social media policy and plans, the four elements of an effective social media plan including people, objectives, strategies and tools. It also covers different types of social media users and metrics to measure engagement. Finally, it defines return on investment and return on influence as important metrics to evaluate the success of social media campaigns.
This document outlines the agenda and objectives for a workshop on developing a nonprofit organization's social media strategy. The workshop aims to help participants integrate social media with overall communications plans and address challenges that arise when new technologies are introduced. The agenda includes introductions, presentations on social media strategy principles, small group simulations to develop strategies for different nonprofit scenarios, and time for groups to report out and reflect. The document provides guidance on listening to audiences, engaging stakeholders, identifying influencers, creating and sharing content, and selecting appropriate metrics and platforms to support organizational goals.
The document discusses strategies for using social media in nonprofit organizations. It emphasizes the importance of listening first to understand audiences before publishing content. Examples are given of nonprofits that improved relationships by actively listening on social media and addressing issues that audiences raised. The document also discusses goals for social media strategies and metrics for measuring results, as well as best practices like emphasizing quality engagement over quantity and making social media part of everyone's jobs.
This document provides guidance on developing an effective social media and engagement marketing strategy. It outlines key questions to consider around objectives, audience, and metrics. It also recommends developing a strategic plan involving listening, participating, sharing content and calls to action across platforms like blogs, Facebook, Twitter and LinkedIn. The document concludes with tips on keeping objectives in mind, getting involved, having a clear message and being human in social media engagements.
Leveraging Social Media: Becoming A Networked Arts OrganizationBeth Kanter
The workshop agenda provided an overview of becoming a networked arts organization through the use of social media. The morning session provided inspiration on social media strategies for arts organizations. The afternoon included mini-workshops on tools like Facebook, Twitter, and measurement. Attendees would leave with basic social media best practices and next steps. Effective social media use requires moving from low engagement to high engagement over time by learning, participating, publishing content, and building networks. Measuring social media impact requires focusing on a few key metrics rather than collecting all available data.
This document summarizes the agenda and content covered in a social media workshop hosted by Nasscom Foundation. The agenda included an introduction, a discussion of principles of social media strategy, and a social media game in small groups. The principles discussed building community, generating buzz, creating and sharing social content, engaging audiences, listening to audiences, and scaling strategies over time. Small groups played a game selecting objectives, audiences, strategy approaches, and tools to meet objectives. The workshop aimed to help participants understand how to effectively develop and implement a social media strategy for their organizations.
"Using Surveys To Power Your Social Media Campaigns"
Take your social media campaigns to a new level
Fredrik Abildtrup was one of the presenters at the Social Media Marketing Day @Your Desk. Organized by Markedu. More free events here: http://www.markedu.com/web-seminars
Highly successful social media nonprofits align their social media with their overall communications strategy and objectives. They scale their social media by empowering everyone in the organization to integrate it into their workflow. They monitor, listen to, and research the people in their network to get feedback and start conversations about their work.
This document outlines an agenda for a workshop on developing social media strategies. It includes an icebreaker, introduction of the strategy game, breaking into groups to play the game, and report outs. The game involves identifying audiences, reviewing strategy approaches, selecting tools within a limited point system, revising for real-life challenges, and reporting out strategies. The objectives are to experience a strategy brainstorm, select appropriate tools, and identify experiments. Key lessons from case studies on non-profits that emphasize listening, community building and storytelling are provided.
This document provides tips for using public relations and social media to tell a brand's story. It discusses defining goals and audiences, choosing appropriate channels to find conversations, crafting compelling stories, building relationships with media and influencers, using tools like PitchEngine and social networks, creating and pitching content, and measuring online and offline results. The overall message is that PR requires planning strategic communications across multiple channels to engage audiences and spread your brand's story.
A 15 minutes presentation on the key mental model behind successful social media presence for brands, with IPC Media's examples on Horse&Hound and Goodtoknow.co.uk
This presentation is a basic overview of how to start social media. You will want to set up goals, tools, audience, and long-term plans. This will walk you through where to begin and what avenues to take.
BlogWell San Francisco Case Study: Intel, presented by Becky BrownSocialMedia.org
In her BlogWell presentation, Intel's Director, Social Media, Becky Brown, shares how they are listening, learning, and changing their engagement strategy to better connect with fans.
This document discusses the role and responsibilities of a community manager. A community manager is responsible for advocating the brand on social networks, creating buzz, building relationships with influencers, content creation, and developing engagement strategies. On a daily basis, community managers spend 40% having conversations, 20% building visibility, 30% finding new connections, and 10% each on analysis and befriending followers. Effective community managers have strong communication skills, good judgment, dedication, organizational skills, empathy, analytics background, and passion for the brand. The document outlines steps for an effective community management plan and golden rules for community managers.
BlogWell San Francisco Case Study: Adobe, presented by Maria Poveromo & Jenni...SocialMedia.org
In her BlogWell presentation, Adobe's Group Manager, Social Media, Maria Poveromo, and Senior Manager, Product Marketing Creative Suite, Jennifer Kremer share how they are using social media to connect and engage with fans.
Do both traditional and new media marketing have roles in business promotion today? I delivered this presentation to high school students to show them where marketing is going, growing and slowing.
Alameda County Public Health - Social Media ConvosDan Cohen
This document provides questions to brainstorm goals and strategies for social media conversations. Part 1 focuses on determining organizational goals for social media use and measuring success. Part 2 involves building on these goals by identifying target audiences, desired actions, messaging, and representatives. Part 3 is developing a social media strategy by determining roles, prioritizing initial steps, securing support and resources, establishing metrics, and choosing appropriate tools. The overall document aims to guide a collaborative discussion around establishing a comprehensive yet practical social media approach.
Introduction to Social Media Policies CreationJason Cruz
Lecture notes and presentation slides on social media policies creation. This presentation covers items from objective-setting to samples of well-made social media policies.
BlogWell San Francisco Case Study: InterContinental Hotels Group, presented b...SocialMedia.org
In his BlogWell presentation, InterContinental Hotels Group's Senior Manager, Social Media, Nick Ayres, shares how they used online communities to jumpstart their global social media program.
The document summarizes key points from a social media bootcamp on measurement and metrics. It discusses the difference between social media policy and plans, the four elements of an effective social media plan including people, objectives, strategies and tools. It also covers different types of social media users and metrics to measure engagement. Finally, it defines return on investment and return on influence as important metrics to evaluate the success of social media campaigns.
This document outlines the agenda and objectives for a workshop on developing a nonprofit organization's social media strategy. The workshop aims to help participants integrate social media with overall communications plans and address challenges that arise when new technologies are introduced. The agenda includes introductions, presentations on social media strategy principles, small group simulations to develop strategies for different nonprofit scenarios, and time for groups to report out and reflect. The document provides guidance on listening to audiences, engaging stakeholders, identifying influencers, creating and sharing content, and selecting appropriate metrics and platforms to support organizational goals.
The document discusses strategies for using social media in nonprofit organizations. It emphasizes the importance of listening first to understand audiences before publishing content. Examples are given of nonprofits that improved relationships by actively listening on social media and addressing issues that audiences raised. The document also discusses goals for social media strategies and metrics for measuring results, as well as best practices like emphasizing quality engagement over quantity and making social media part of everyone's jobs.
This document provides guidance on developing an effective social media and engagement marketing strategy. It outlines key questions to consider around objectives, audience, and metrics. It also recommends developing a strategic plan involving listening, participating, sharing content and calls to action across platforms like blogs, Facebook, Twitter and LinkedIn. The document concludes with tips on keeping objectives in mind, getting involved, having a clear message and being human in social media engagements.
Leveraging Social Media: Becoming A Networked Arts OrganizationBeth Kanter
The workshop agenda provided an overview of becoming a networked arts organization through the use of social media. The morning session provided inspiration on social media strategies for arts organizations. The afternoon included mini-workshops on tools like Facebook, Twitter, and measurement. Attendees would leave with basic social media best practices and next steps. Effective social media use requires moving from low engagement to high engagement over time by learning, participating, publishing content, and building networks. Measuring social media impact requires focusing on a few key metrics rather than collecting all available data.
This document summarizes the agenda and content covered in a social media workshop hosted by Nasscom Foundation. The agenda included an introduction, a discussion of principles of social media strategy, and a social media game in small groups. The principles discussed building community, generating buzz, creating and sharing social content, engaging audiences, listening to audiences, and scaling strategies over time. Small groups played a game selecting objectives, audiences, strategy approaches, and tools to meet objectives. The workshop aimed to help participants understand how to effectively develop and implement a social media strategy for their organizations.
Digital Strategies for Orchestras - SeminarBeth Kanter
The document summarizes a seminar on effective social media practices for orchestras. It provides an agenda for presentations on crawling, walking, running, and flying with social media. It discusses measuring engagement and building capacity for social media use. Presenters provided case studies on how social media has brought value to orchestras through audience engagement and relationship building. The document emphasizes starting with a strategy and SMART objectives, benchmarking peer organizations, encouraging audiences to connect through social moments, and integrating social media practices organization-wide.
Beyond the Hype: How to Use Social Media Tools to Grow Your Businessbatchblue
Social media are online communities where users can share content on specific topics. They differ in whether profiles are open or closed, the type and format of content allowed, and how integrated across platforms they are. The document provides tips on using social media like Twitter, blogs and forums to market a business, focusing on engagement, regular posting of valuable content, and measuring success through analytics. It also shares one company's experience using social media with limited resources to build their brand and customer base.
This document outlines an agenda for a workshop on social media strategy. The workshop includes an introduction to principles of social media strategy, breaking into small groups to play a social media strategy game, and then reconvening to share lessons learned. The principles covered include listening first, focusing on real-time engagement, treating social media as a platform for self-organizing communities, selecting the right metrics, and taking a iterative approach through small pilots. Participants in the game identify an audience and objectives, review strategy approaches, select social media tools, summarize their strategy, and reflect on lessons for their own work.
The document outlines various social media tactical approaches for nonprofits, including listening, participating, sharing stories, generating buzz, and community building. It discusses specific tools for each approach and provides examples. Key points covered include using hashtags for listening, deciding who responds to comments, using influencers to spread buzz, developing engaging content to encourage sharing, and having a community manager to guide fan growth.
College of Consultants Presentation - Kellogg Action LabBeth Kanter
Beth Kanter provides an introduction to social media concepts, strategies, tools, and examples for nonprofits. She discusses assessing the benefits and costs of social media, patterns of successful implementation, and tactics for listening, participating, sharing content, and generating buzz across various social media platforms. The document provides tips on using tools like blogs, RSS feeds, Twitter, and social networks to engage audiences and achieve organizational goals in a time-efficient manner.
This document outlines the agenda and objectives for a workshop on developing a nonprofit's social media strategy. The workshop introduces principles of effective social media strategy and has participants play a simulation game to experience strategic decision-making. Groups discuss objectives, audiences, strategy approaches, and tools for different nonprofit scenarios. A reflection session explores applying the lessons to organizational communications strategy and next steps. The overarching goal is for participants to learn how to integrate social media with overall communications plans.
This document outlines 10 steps for using social media to boost marketing effectiveness:
1. Engage where consumers are on social media as it has nearly replaced email and rivals search.
2. Set clear goals for social media efforts like awareness, sales, or customer service.
3. Get buy-in for social media from executives by showing its importance.
4. Start social media efforts and address any concerns about ownership or resources.
5. Begin by tracking brand mentions to test social media effectiveness.
6. Learn from competitors' social media strategies and presence.
7. Develop a unique brand voice and strategy for social media.
8. Measure consumer satisfaction beyond just listening on social platforms.
9
Using Social Media for your Small Business: Roadmap 2.0Kemp Edmonds
This document provides an overview of roadmap to using social media for business purposes. It discusses understanding your target audience and goals, using social networks like Facebook and Twitter to engage customers and build your brand, tracking results through tools like Google Analytics, and emphasizing authentic engagement over hard selling. Effective social media use is about listening to customers, sharing helpful content, and building real relationships and communities online.
The document summarizes a social media workshop hosted by Nasscom Foundation. The workshop covered principles of effective social media strategy including community building, generating buzz, social content, engagement, and listening. It discussed strategy blocks ranging from crawling to flying on social media and tactics/tools for implementation. Key principles included linking social media to communications strategy, listening first before engaging, building relationships, leveraging networks, allocating staff/expertise, using appropriate metrics, assessing organizational culture and scale. Participants engaged in a social media game to apply the concepts in hypothetical scenarios.
The document summarizes a social media workshop hosted by Nasscom Foundation. The workshop covered principles of effective social media strategy including community building, generating buzz, social content, engagement, and listening. It discussed strategy blocks such as crawling, walking, and running a social media presence. Tactics like identifying influencers, leveraging networks, allocating staff time, and choosing metrics were also addressed. Participants engaged in a social media game to apply the concepts by developing strategies for different scenarios. The document emphasizes listening first, engaging strategically, and building relationships to implement a successful social media initiative.
Social Media Strategy and Activities PlanningSpredfast
This document provides an overview of developing an effective social media strategy and related activities. It discusses forming a strategy by identifying objectives, evaluating objectives and organizational readiness, and identifying timelines. It also discusses measuring success through defining metrics, establishing baselines, gathering feedback, and using analytics tools. Finally, it outlines tactics for social media activities including developing an authentic voice, sharing content, and participating in conversations across different social media channels and platforms. The overall message is that an integrated social media strategy and plan is important for achieving organizational goals.
The document discusses social media trends and best practices. It defines social media as online conversations and outlines popular social media platforms. Statistics show the massive scale of social media usage. The benefits of social media for businesses include increasing visibility, engagement, and finding new customers. The document recommends developing a social media strategy that identifies goals, target audiences, and which platforms to use based on audience preferences. It also emphasizes listening to online conversations, appointing social media owners, training employees, and measuring results. Examples are given of companies that are effectively leveraging social media.
Social media &_engagement_marketing_8.17.11candidmarketer
The document discusses social media and engagement marketing. It provides objectives for a 120 minute session which are to understand where the participants are coming from, what they expect to learn, and what they hope to know by the end. It then discusses why social media matters and provides tips on getting started with social media engagement including evaluating objectives, understanding your audience, creating a plan, using various tools and tactics, and maintaining a consistent message.
This document outlines the requirements for starting a successful social media project. It discusses establishing a social media strategy using the 5Ps framework of plan, position, platforms, people, and performance. It emphasizes listening to social media first to understand audiences and goals. Engaging on social media enables companies to stay close to customers. Key requirements for listening, engaging, and ensuring success are reliable tools, focused team members, clear guidelines, and performance metrics.
Social Media Overview For GOLD Major Gift OfficersMikey Ames
I had several folks in from national fraternal associations asking how they might use social media to secure more high dollar donors and visits. I wanted to start with the basics. This presentation is a big remix of several other presentations we have seen. Credit remains on each slide.
This document summarizes a presentation about using social media for nonprofits. The presentation covers:
1) Defining a "networked nonprofit" as one that leverages relationships and partnerships through social media to address complex issues.
2) The importance of developing a social culture within the organization that is open to new ideas and not afraid of losing some control.
3) Developing an effective social media strategy by aligning efforts with objectives, listening to audiences, engaging in conversations, building relationships, integrating across channels, and learning through testing.
4) Examples of how specific nonprofits have successfully used social media for outreach, fundraising, and achieving their missions.
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Time Management: Techniques, Tips & TricksCindy Leonard
The document discusses time management techniques presented by Cindy Leonard. It covers getting things done (GTD), the Pomodoro technique for focusing on tasks in timed intervals, and time-boxing. Exercises are included to help attendees identify areas to declutter their physical workspace and reduce mental clutter. Changing thinking into doing is also addressed, with changing distractions and successfully implementing productivity methods. The presentation aims to provide attendees with practical time management strategies to incorporate into their workflows.
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This document discusses formal technology planning and its importance for organizations. It outlines the key components of developing a technology plan, including:
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2. Conducting a business and information flow analysis to understand current needs and infrastructure.
3. Developing the written plan which includes components like equipment, network, security, software, training, budget and an evaluation process.
4. Implementing the plan in phases through project management, communication and measuring solutions to manage resistance to change.
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Cindy Leonard from the Bayer Center for Nonprofit Management presented on making meetings more productive. She discussed common problems with meetings like them being boring or ineffective. Leonard provided strategies for structuring different types of meetings, such as daily check-ins, weekly tactical meetings, and monthly strategic meetings. She also covered facilitation techniques to make meetings more engaging. The presentation aimed to provide ideas for incorporating improvements to make meetings more rewarding and result in higher morale, faster decisions, and greater results.
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The document discusses the fundamentals of project management. It outlines the 5 phases of project management - initiation, planning, execution, controlling, and closure. During the initiation phase, project objectives should be specific, measurable, achievable, relevant and time-bound. The planning phase involves breaking down objectives into tasks. Execution requires actively working tasks. Controlling monitors progress against the plan. Finally, closure wraps up and archives the project. Effective project management balances the triple constraint of scope, time and cost.
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Time Management: Techniques, Tips & TricksCindy Leonard
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Practical Strategies to Social Media: Easy, Low Cost ActionsCindy Leonard
Cindy Leonard presented practical social media strategies for non-profits. She outlined 5 tips: 1) Develop a content strategy based on audience interests and behaviors by creating relevant, timely content in various forms. 2) Get organized with an editorial calendar. 3) Measure results using analytics to track engagement. 4) Optimize and improve based on measurements by testing different content. 5) Make social media engagement a habit by consistently posting on a schedule. The presentation provided ideas for content types and highlighted resources for continued learning.
This document outlines a presentation on social media for nonprofits. It includes an agenda that covers defining social media and why organizations should use it, terminology, types of social media tools, examples of popular tools like Facebook, Twitter and YouTube, and considerations for planning a social media strategy. The presentation discusses starting with small steps on social media, focusing on people over control, and using models like the WAVE framework to engage audiences and measure the impact of efforts. It also addresses common questions and challenges around social media from assessing organizational readiness to demonstrating return on investment.
Access for All: Basics of Web AccessibilityCindy Leonard
This document provides an overview and agenda for a webinar on web accessibility basics presented by Cindy Leonard of Robert Morris University and Sandi Gauder of CMS Web Solutions. The webinar will cover what web accessibility is, common web accessibility guidelines, benefits of an accessible site, questions to ask developers, tips to improve accessibility, and additional resources. The agenda includes introductions of the presenters, definitions of accessibility, guidelines from WCAG, Section 508 and others, how accessibility benefits users and search engines, developer questions, and quick tips for headings, images, text, and links.
Learn, You Will: Interactive Tech Training Tips from Jedi MastersCindy Leonard
This document summarizes an interactive tech training session hosted by various "Jedi masters" of training. The session covered topics such as instructional design processes, content interaction techniques, and evaluation strategies. Trainers shared tips through presentations and exercises modeled after Star Wars characters and themes. Participants were prompted to reflect on burning questions and how to apply lessons to their own training through writing exercises and small group discussions.
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
Indira P.S Vs sub Collector Kochi - The settlement register is not a holy cow...
Social Media Strategy for Nonprofits
1. Social Media Strategy
for Nonprofits
Presenter:
Cindy Leonard
Bayer Center for Nonprofit Management
at Robert Morris University
2. What’s on Tap?
Exercise: Analog Social Networking (10
min.)
Presentation: Social media planning and
strategy considerations (40 min.)
General Q&A (10 min.)
7. 7
The WAVE Model
The 3 W Questions
Finding Your Audience
Use Versatile Tools
Engage Your Audience
You will be creating waves for your organisation. Waves that will help you reach
your goals, by identifying them, finding your audience, selecting the tools you
will start using, and engaging with your audience.
From a presentation by Arjan Tupan of Capgemini Consulting for Convio
What’s on Tap?
Exercise: Analog Social Networking (10 min.)
Presentation: Social media planning and strategy considerations (40 min.)
General Q&A (10 min.)
BREAK!! (15 min.)
Play The Social Media Game (1 hour)
Small groups / Help each other draft social media strategies for your NPOs (45 min.)
Theme or look/feel or concept (visual), content (written, photos, video, etc.) (content), interaction and engagement (social)
Social media is a term used to describe the type of media that is based on conversation and interaction between people online. Where media means digital words, sounds & pictures which are typically shared via the internet and the value can be cultural, societal or even financial.
Social media are media designed to be disseminated through social interaction, using highly accessible and scalable publishing techniques. Social media use web-based technologies to transform and broadcast media monologues into social media dialogues. They support the democratization of knowledge and information and transform people from content consumers to content producers. Andreas Kaplan and Michael Haenlein define social media as "a group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, and that allow the creation and exchange of user-generated content"[
Some interesting growth trends for social networking…
Some interesting demographical trends…
June 3, 2009 7:31 AM PDT
Report: Social networking up 83 percent for U.S.
http://news.cnet.com/8301-1023_3-10255626-93.html
Social media are marketing and outreach tools. Period. Don’t do social media for the sake of doing social media. “Because everyone else is doing it” is not sufficient justification for getting involved in social media endeavors.
Assess the usefulness of social media as a marketing tool deliberately, thoughtfully, and as part of your organization’s overall marketing strategy. If you don’t have an overall marketing strategy, you might want to back up a step and focus on that first!
Social media is a tool, similar to newspaper ads, billboards, television ads, flyers, newsletters, etc. What is different is the possibility of engagement, collaboration, and feedback that you don’t get with traditional marketing tools.
What do we want to achieve? (Find measurable and achievable goals)
Why do we want to achieve that? (Find the real driver for your org using social media)
Who can help us achieve our goals? (Target audiences – find them, know them, study them, connect to them)
Your Audience Consists Of People With A Common Goal; Common To Yours.
Don’t be afraid to identify people NOT in your target audience, and ignore them.
Where is your audience located?
Who are their thought leaders?
What social media tools are they using?
Find your Angels - Angels are those who without apparent interest help raise money and promote you
Tools
Build using tools that your audience is already using
Build a communication plan (topics, style/tone, frequency, goal, text/video/sound, contributors)
Remember to keep engaging off-line and in-person!
Engage audience
Try to match their goals.
Spread the word about your new community (mass email, angels, send personal messages to ask for help, create content that invites a response)
Engage again, and again, and again
Your toolset for promoting your community is bottomless: mail, phone, postcards, posters, tv, radio etcetera, etcetera. Whatever is in your reach.
It takes on average 9 months to build a fully functioning community, where you have converted outsiders to passive, active or even passionate members
Getting Started
Beth Kanter (social media for nonprofits guru) recommends these steps:
Listen/Monitor (google search, google alerts, RSS feeds, Twitter)
Participate (talk to the community, participate in discussions, comment, etc.)
Share Your Story (videos, podcasts, photos, tweets, etc.)
Generate Buzz (get other people to talk about your story – twitter, stumbleupon, digg, friendfeed, etc.)
Community Building and Social Networking (Facebook, Ning.com, Myspace, etc.)
Common Themes
Have a plan and specific goals
Figure out where your audience is and what tools they are using
You must reach out – if you build it, they won’t come (at least not without a push)
Content is critical – must be fresh, must be engaging, must be of interest to your audience
The Big Question:
Who is responsible for social media?
Overall – marketing, PR function (whomever is doing your regular marketing and PR should be doing social media – it is considered “inbound” marketing rather than “outbound” which is what classic marketing is called.)
Social media is ideally done as part of a marketing plan, not as a separate item.
Other staff can be assigned as skilled or as needed, but they shouldn’t be the drivers, they should be assisting
Not a tech function – other than to maybe help with the setup, configuration, and training for the tools
Source: http://www.thesocialorganization.com/2008/02/assessing-corpo.html?cid=106269926
Assessing Corporate Readiness for Social Media (applies to NPOs as well)
While over 30% of corporate users are using intranets, blogs, wikis, and social networking on a regular basis, corporations themselves are at various stages in their ability to make the most use of social media applications and standard enterprise best practices are still evolving.
What are the questions that can help organizations assess their readiness? Here are some - do you have others?
Political- Is the CEO is OK with the idea (OK, this is sort of a meatball...but an important one)?- What percentage of managers have a favorable impression of social media tools?- What percentage of employees speak directly, unmoderated, to external audiences?- Does the company have regular open-format discussions with employees?- How often do employees get updates about corporate performance and events?- Can management articulate why community is important to the company?
Resources- Are there identified community managers?- Is there one executive responsible for community?- Is there budget for offline community events?- Has the business modeled out community development and its benefits - i.e. is there a community business plan?- Are there resources assigned to proactively engage with people discussing its products and services online?
Awareness- Does the company track the number of online mentions for the company, its products, and its executives?- Does the company track the number of positive and negative online mentions?
Process- Is there a articulated process for taking ideas from communities and incorporating back into products, services, or processes?- Which corporate functions pro-actively solicit feedback from employees, partners, and customers already?
Participation- What percentage of employees participate in corporate activities not directly related to their work responsibilities?- What percentage of employees blog - either personally or professionally?- What percentage of employees are members of a consumer social network?
Twelve Ways to Sell Social Media to Your Boss
Social media tools like blogging, social networks, and social bookmarking are more effective in reaching the millions online than a traditional website.
Blogging can act as a way to reduce customer service calls (if there’s helpful how-to information on the blog).
Cost of implementing a blog is free or cheap. No more than $100 for a year of hosting. And most software is free. (There are some benefits from professional blogging software, but for most people, free is plenty fine).
Social networks are now used frequently by your customers, your prospects, and your competitors. Connect with people, learn their business needs, and respond more simply and flexibly.
Social media provides robust tools for listening, ranging in price from free to inexpensive, to reasonably expensive. Even the free tools help an organization find out who’s talking about them, so they can choose to respond.
First steps can be simple, like establishing a blogger relations process to go along with your press relations process. You might find bloggers who will want updates on your space, and even this is a good first step.
Internally, social media tools can be used to help with status information, training, project collaboration. Most tools like blogs, twitter-clones like identi.ca, etc can be set up internally instead of used on the public web, for more privacy.
Building an online social media component to most marketing and PR efforts ensures a better reach for the media created, and potentially better tracking through clicks and other metrics captured online versus in traditional media (like TV, newsprint, magazines, radio).
Blogging helps a business differentiate and establish a thought leadership position.
Using social network sites helps in customer prospecting, HR background checks, product marketing, and community awareness.
Building a social network group (either on someone else’s platform or around your primary site) encourages customer retention (a huge metric for lots of companies).
Another way to help is to find other companies or organizations, either in your vertical, or similar, and present information on how they’ve used social media.
Chris Brogan, August 3, 2008 blog post http://www.chrisbrogan.com/twelve-ways-to-sell-social-media-to-your-boss/
Return on Investment (ROI) was created in the 1920s as a financial measure developed by DuPont and used by Alfred Sloan to make General Motors manageable. It is a flow chart that calculates business performance taking into account not only whether the company had a profit, but whether that profit was good enough relative to the assets it took to generate it. Over those 80 years, the chart has been polished, refined and so deeply embedded in business thinking that Wall Street views it as the only legitimate means of measuring business performance.What it also illustrates is that, originally, ROI was a measure of return on the total investment in the entire business. not the ROI of a marketing strategy, program, or tool or any other isolated aspect of an organization.
Should we be using an industrial measurement model in a digital age?
Many social media strategists and measurement gurus have challenged using a straight financial calculation to determine whether or not an organization should spend money on social media. They are not saying don't use numbers. They are saying that you need to measure value and that it value doesn't necessarily translate into dollars. For nonprofits, this should not be a foreign concept.
Here's a sampling:
Lewis Green warns not to use the traditional investment financial calculations but instead measure value
Jason Falls shares in a post about measuring engagement, "The problem with trying to determine ROI for social media is you are trying to put numeric quantities around human interactions and conversations, which are not quantifiable."
KD Paine, Queen of Measurement, (interviewed by Jason) shares an important insight "Ultimately, the key question to ask when measuring engagement is, ‘Are we getting what we want out of the conversation?’” And, as stubborn as it sounds Mr. CEO, you don’t get money out of a conversation."
David Armano put the ROI debate in a larger context with his article in BusinessWeek "Listen, Learn, and Adapt" and came up with a phrase, "Return on Insight"
When nonprofits look at ROI, the question is not so much about dollars invested, but "Are We Really Making A Difference?." The problem is that nonprofit end up trying to think like social scientists trying to prove causation and like lawyers calculating risk. Isn't best to focus on evaluating results? As Jason Saul notes in a recent guest post, "Most often, the real measurement inquiry is not about effectiveness (what works) or accountability (what doesn't), but about performance (what works best)." He also recommends that you formulate the right questions and use the right measures. In other words, don't measure in inches when you millimeters. To figure out what to measure, nonprofits must engage their stakeholders, research meaningful metrics and experiment with trial and error.
He is talking about outcomes based program evaluation, not evaluating your social media strategy. But is there is thread here - measurement should be practical. Marcel LeBrun's post about principles of social media measurement is urging us to think about using measurement to improve social media results.
If I could be allowed to propose a first principle of social media measurement for 2009, it would be to apply this motto: “good enough for practical purposes”. It does two things: a) forces the practitioner to start by articulating their business goal & purpose and b) drives the science of measurement toward a practical versus theoretical end. It puts measurement in its proper place as a means to an end, albeit a very important one.
All this to say that the ROI of Social Media for nonprofits needs two "I" words - Insight and Implementation (the latter suggested in Twitter conversation by Ari Herzog).
Great thoughts, as always. Here are some suggestions for other "I" words for the equation:
Initiative: how do people respond to the call to action? To what extent are they engaged and encourage others to participate? To what extent is this measurable?
Intelligence: what kind of information is the effort gathering from the public? Surveys/polls and other calls to action can generate a lot of understanding about your audience that
Information: maybe the same as above? Perhaps when people provide contact info, that counts as part of the 'I' quotient?
Interaction: set benchmarks, break through them. Repeat.
Integration: To what extent do people make the initiative something of their own? How many emails do they forward? How many links do you get out of the activity?
Intuition: to what extent have you laid down a thesis and have it proven with a new initiative? Or were you way off the mark?
Instruction: what are people learning from our efforts? Are we helping to build awareness and make them more alert to 'our cause' that we're promoting?
Local examples:
Pittsburgh Social Venture Partners – http://www.psvp.org (blogging, Facebook, LinkedIn, Twitter, YouTube)
LOGOS Ministry - http://www.thelogosministry.org/ (Facebook groups, Yahoo Groups, Blogging, Podcasts, News via phone application, YouTube)