These slides were part of a workshop on strategic community engagement. They include mistakes to avoid, best practices and a model for community engagement.
The document discusses a webinar on culturally competent civic engagement. It introduces the topic of changing demographics and the challenge of civic engagement. It then outlines the webinar's goals of building on lessons learned, providing practical tips, and allowing participants to apply tips in scenario exercises. The webinar will also include participant introductions and discussions on arguments for prioritizing cultural competence and key insights for designing culturally competent civic engagement initiatives. The webinar presents a framework that civic engagement can be viewed as having three phases - positioning and messaging, outreach, and meeting design/facilitation - and discusses generalizations and tips for improving cultural competence within each phase.
Introductory Webinar: Getting Diverse Butts...why? The DWC Group_7.11rtemerson
The document discusses a webinar on culturally competent civic engagement. The webinar will provide lessons learned from over 20 years of experience in civic engagement and practical tips. It will also include a scenario-based exercise. The webinar will cover three phases of civic engagement: public positioning and messaging, outreach, and meeting design and facilitation. For each phase, it discusses generalizations about different cultural groups and tips for making civic engagement more culturally competent.
The document discusses upcoming trends in volunteerism and identifies several key trends:
1) Volunteers are seeking skill-based, impactful, creative, meaningful, flexible, and targeted opportunities that allow them to build experience.
2) Episodic and informal volunteering are becoming more popular as people volunteer in shorter durations and help their communities directly.
3) Volunteering is increasingly being used to build resumes and skills as well as networks.
4) Group volunteering through organizations, schools, and with friends and families is growing in popularity.
5) Younger and older adults have specific volunteering needs and interests that organizations must adapt to.
The document discusses engaging with "hard to reach" groups. It emphasizes understanding an area's demographics, history, and issues before starting engagement. Key steps include finding local experts, understanding current activities, and developing an engagement plan with clear objectives, stakeholders, resources, timeline, and risk mitigation. The goal is to achieve desired changes through effective awareness-raising and communications that build engagement over time from identified communities and groups. Problems may arise, so plans need flexibility.
The document discusses producing better outcomes through well-designed collaborations. It notes that organizations face increasing complexity and challenges. Effective collaboration is important to achieve more while being more productive and efficient. The session aims to help participants successfully engage teams, understand the 10 essential steps to collaboration, and learn how to design projects and assessments to create an evolving culture. It discusses challenges in Rotary collaborations and characteristics of well-designed collaborations. The document provides resources and frameworks to guide collaboration, including a checklist, assessment, and guide to help Rotary projects.
Creating strong & passionate agile communities of practiceAllison Pollard
Everyone hits a challenge at some point in adopting agile and belonging to a larger community can help you overcome those challenges. Whether you call it a tribe, a user group, or a community of practice, having a group of people to share ideas with and learn from is a valuable tool to further your personal development and maintain your sanity. Learn about what communities of practice are, how to start them, and why they’re an important part of growing agile.
Produce Better Outcomes With Well-Designed Collaborations PresentationRotary International
Leaders are always looking for innovative solutions to optimize skills, teams, and ways of working together. As Rotarians, we must make the most effective use of our volunteers and resources. Using the 10 Essential Steps to Collaboration, you will learn how to design your projects and teams to create an engaging and evolving Rotary community.
Mentoring the next Generation of Community Designers garrjacobs
This is a preentation Garrett Jacobs gave at the Association for Community Design conference in June 2017. You'll find data about the volunteers signing up, some ways people receive mentorship in the OAC. and questions we discussed to advance the mentorship program development.
The document discusses a webinar on culturally competent civic engagement. It introduces the topic of changing demographics and the challenge of civic engagement. It then outlines the webinar's goals of building on lessons learned, providing practical tips, and allowing participants to apply tips in scenario exercises. The webinar will also include participant introductions and discussions on arguments for prioritizing cultural competence and key insights for designing culturally competent civic engagement initiatives. The webinar presents a framework that civic engagement can be viewed as having three phases - positioning and messaging, outreach, and meeting design/facilitation - and discusses generalizations and tips for improving cultural competence within each phase.
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The document discusses a webinar on culturally competent civic engagement. The webinar will provide lessons learned from over 20 years of experience in civic engagement and practical tips. It will also include a scenario-based exercise. The webinar will cover three phases of civic engagement: public positioning and messaging, outreach, and meeting design and facilitation. For each phase, it discusses generalizations about different cultural groups and tips for making civic engagement more culturally competent.
The document discusses upcoming trends in volunteerism and identifies several key trends:
1) Volunteers are seeking skill-based, impactful, creative, meaningful, flexible, and targeted opportunities that allow them to build experience.
2) Episodic and informal volunteering are becoming more popular as people volunteer in shorter durations and help their communities directly.
3) Volunteering is increasingly being used to build resumes and skills as well as networks.
4) Group volunteering through organizations, schools, and with friends and families is growing in popularity.
5) Younger and older adults have specific volunteering needs and interests that organizations must adapt to.
The document discusses engaging with "hard to reach" groups. It emphasizes understanding an area's demographics, history, and issues before starting engagement. Key steps include finding local experts, understanding current activities, and developing an engagement plan with clear objectives, stakeholders, resources, timeline, and risk mitigation. The goal is to achieve desired changes through effective awareness-raising and communications that build engagement over time from identified communities and groups. Problems may arise, so plans need flexibility.
The document discusses producing better outcomes through well-designed collaborations. It notes that organizations face increasing complexity and challenges. Effective collaboration is important to achieve more while being more productive and efficient. The session aims to help participants successfully engage teams, understand the 10 essential steps to collaboration, and learn how to design projects and assessments to create an evolving culture. It discusses challenges in Rotary collaborations and characteristics of well-designed collaborations. The document provides resources and frameworks to guide collaboration, including a checklist, assessment, and guide to help Rotary projects.
Creating strong & passionate agile communities of practiceAllison Pollard
Everyone hits a challenge at some point in adopting agile and belonging to a larger community can help you overcome those challenges. Whether you call it a tribe, a user group, or a community of practice, having a group of people to share ideas with and learn from is a valuable tool to further your personal development and maintain your sanity. Learn about what communities of practice are, how to start them, and why they’re an important part of growing agile.
Produce Better Outcomes With Well-Designed Collaborations PresentationRotary International
Leaders are always looking for innovative solutions to optimize skills, teams, and ways of working together. As Rotarians, we must make the most effective use of our volunteers and resources. Using the 10 Essential Steps to Collaboration, you will learn how to design your projects and teams to create an engaging and evolving Rotary community.
Mentoring the next Generation of Community Designers garrjacobs
This is a preentation Garrett Jacobs gave at the Association for Community Design conference in June 2017. You'll find data about the volunteers signing up, some ways people receive mentorship in the OAC. and questions we discussed to advance the mentorship program development.
This document provides information and guidance on volunteer recruitment and engagement for chambers of commerce. It discusses why people volunteer, common reasons they stop volunteering, and how to build a managed volunteer program. The outline recommends focusing on recruitment, management, recognition, and retention (RMRR) through clear expectations, training, feedback, and appreciation. It also presents a case study on revitalizing a declining committee and additional resources for volunteer programs.
If you consider yourself a leader today then it is vitally important that you begin to understand just how "social" our world has become. This presentation explores why association leaders should engage in social media.
Many organizations flatten management structure when they transform to agile. It soon becomes obvious that important activities done by managers are still needed. A community can fill these gaps. They can provide morale, governance, learning, and mentorship, recruiting and hiring, mutual support, coordination, sharing, innovation and more! Unfortunately few companies manage to create a strong community. Even fewer empower that community to fill these gaps. This means they are missing the ultimate benefit of a community: a strong, empowered community can transform the organization itself! Join Shahin and Shawn in this interactive session to explore communities in organizations. Examine the benefits of building great communities. Learn how to spark the community, and how to support it as it evolves. Hear stories of communities empowered to improve the organization. Learn how to make a community into a driver of positive change.
The document provides 10 insights and ideas for improving communities of practice on the OECD Communities platform. It discusses ideas such as setting up a product page to explain the value of the platform, showcasing success stories of other communities, providing an introductory tour video for new users, outlining common community types and roles, offering customizable templates for community sites, and providing flexible one-on-one training and support instead of only group training sessions. The overall goal is to help users better understand, set up, and grow their communities on the OECD Communities platform.
This document discusses using social media for recruitment. It announces a workshop on using social media to connect with qualified candidates. The workshop will cover the benefits of social media recruitment, incorporating social media into a recruitment strategy, using LinkedIn and Facebook effectively, building an online talent community, the importance of content, common mistakes to avoid, and metrics. Attendees will learn how to target audiences, engage passively job seeking candidates, and find cultural fits for their companies through social media.
This document outlines the agenda and topics that will be covered in a business seminar on developing a company mission and purpose, and expanding business operations globally. The seminar will first address determining the purpose of the organization and communicating it to stakeholders. Participants will then evaluate strategic choices for expanding the company internationally, considering factors such as country selection, challenges, and overcoming barriers. Key learning outcomes include describing the company's mission and vision, developing a plan to communicate it, evaluating decisions for global expansion, and identifying challenges of going global.
The document discusses 7 simple ways to improve community engagement according to the EVOLVE Engaged Community Model. It explores defining roles and expectations, using a variety of engagement methods, ensuring clarity and continuity of communication, and recognizing that informing alone is not engagement. The document promotes EVOLVE training workshops to teach core engagement skills and tools to analyze challenges and engage diverse groups. Participants report the workshops help strengthen engagement strategies and build partnerships.
Human-Centered Design for Partnering with PurposeSimone Saldanha
How human-centered design can be used in a community health setting to co-design health solutions with residents. Examples focus on work done by Alameda County Public Health Department's Building Blocks for Health Equity Unit. Workshop originally presented at 2018 CityMatCH Conference.
The document summarizes how the City of West Sacramento developed its social media presence and policy for staff usage. It discusses establishing an editorial calendar to manage social media content and the importance of understanding audiences. The city engaged staff in training to develop a user-friendly social media policy and provide examples of both good and bad social media posts. The goal is to use social media to engage the public in an appropriate manner.
This document provides information about the author's background and involvement in various professional communities. It then outlines an agenda for live course sessions on building professional communities, including topics like defining the purpose of a community, finding early members, converting members to promoters, choosing a platform, establishing norms, and implementing rituals and routines. Participants are prompted to brainstorm examples and ideas for applying these concepts to specific communities. The overall content focuses on providing practical guidance and frameworks for conceptualizing and launching effective professional communities.
Lcn webinar - from cliental to constituency with Natalie Finstadnisreenhaj
The document discusses a meeting between organizers from Tatua Kenya and the Leading Change Network to discuss addressing the dependency cycle through community organizing. The goals of the meeting were to learn about Tatua's work in ending dependency, identify actions to address dependency through organizing, and discuss collective responsibility. Participants discussed case studies and strategies for structuring work to empower communities to lead strategy creation. They also debated challenges of technical solutions versus adaptive change and how to build relationships on shared interests while redefining power dynamics. In conclusion, participants discussed how the issues affect their work and next steps to take collective responsibility in addressing dependency through organizing.
The document discusses using system mapping in strategic planning processes. It provides examples of two consultants, Fran Quintero Rawlings and Alana Boltwood, who have experience with system mapping and strategic planning. They conducted a case study workshop with a senior pride network to kick off their strategic planning process. During the workshop, they used system mapping tools like rich pictures, causal loop diagrams, and stakeholder mapping. The network found these tools helpful for surfacing tacit knowledge, creating alignment, understanding systemic issues, and identifying initiatives. However, more iterations were needed for causal modeling. The document advocates including system mapping at various stages of strategic planning to enhance outcomes.
Communities, it is not about you. It is about themRick Mans
You cannot create a community, however there are still a lot you can do to connect with you fans. Keep in mind: social media is not about you, it is about the,
This document outlines a course on achieving membership growth for local JCI organizations. The course covers preparing for recruitment, conducting effective recruitment, onboarding new members, and retaining existing members. Key topics include understanding the target audience, conducting outreach, providing orientation and mentorship for new members, offering development opportunities at all levels of the organization, and keeping members actively engaged through projects, events, and appreciation. The overall aim is to attract quality members and ensure their long-term commitment to serving the community through JCI.
Introduction To Communities In Alstom[Arial Font]Walfa Chouki
The document discusses communities within Alstom and how they benefit both the company and employees. It defines communities of practice and social networks, and explains how communities connect people, facilitate knowledge sharing, organizational development and training. Communities are different from other structures in that they focus on sharing knowledge and developing skills through collaboration rather than accomplishing tasks. The benefits of communities include access to knowledge, problem solving support, and idea sharing. Building a successful community requires defining its identity and roles, activities, resources, and launch. Interactions within communities are guided by members, leaders, and sponsors. Communities can strategically, operationally, and culturally impact the company when supported long-term.
Creating Strong and Passionate Communities of PracticeTy Crockett
This is a presentation that Allison Pollard and I have been delivering because of our desire to see communities of practice flourish as vehicles for improvement
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
Why do membership organisations need social media? What channels should you choose? This presentation answers these questions and more.
Ben Jackson (Content, Community and social media strategist at Sift Digital) spoke at the Membership Breakfast Club on 14th October 2015.
A write up of the presentation can be found on the Sift Digital website: http://www.siftdigital.com/who-we-are/social-media-for-membership-organisations
Introduction To Communities In Alstom[Alstom Font]Pb LinkedinPriscillia Buissiere
A community is a group of people who are brought together by common opportunities and problems, by forces that may be professional or personal. It forms with the intention to add value through collaboration, with members learning from and teaching each other.....more
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISMAJHSSR Journal
ABSTRACT: Huzhou has rich tourism resources, as early as a considerable development since the reform and
opening up, especially in recent years, Huzhou tourism has ushered in a new period of development
opportunities. At present, Huzhou tourism has become one of the most characteristic tourist cities on the East
China tourism line. With the development of Huzhou City, the tourism industry has been further improved, and
the tourism degree of the whole city has further increased the transformation and upgrading of the tourism
industry. However, the development of tourism in Huzhou City still lags far behind the tourism development of
major cities in East China. This round of research mainly analyzes the current development of tourism in
Huzhou City, on the basis of analyzing the specific situation, pointed out that the current development of
Huzhou tourism problems, and then analyzes these problems one by one, and put forward some specific
solutions, so as to promote the further rapid development of tourism in Huzhou City.
KEYWORDS:Huzhou; Travel; Development
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The document discusses communities within Alstom and how they benefit both the company and employees. It defines communities of practice and social networks, and explains how communities connect people, facilitate knowledge sharing, organizational development and training. Communities are different from other structures in that they focus on sharing knowledge and developing skills through collaboration rather than accomplishing tasks. The benefits of communities include access to knowledge, problem solving support, and idea sharing. Building a successful community requires defining its identity and roles, activities, resources, and launch. Interactions within communities are guided by members, leaders, and sponsors. Communities can strategically, operationally, and culturally impact the company when supported long-term.
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Grab the first 150 pages of all these books from here
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China tourism line. With the development of Huzhou City, the tourism industry has been further improved, and
the tourism degree of the whole city has further increased the transformation and upgrading of the tourism
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2. AGENDA
Introduction
Types of Engagement
What are you aiming for?
Strategic Approach
○ What do you want vs. What do your members want
○ How do you get what you want? (CHAI - model)
Short Break
Mistakes to Avoid
Share your failures
Best Practices
Share your success stories
3. Engagement is only a fraction
Quoted from: https://opensource.com/business/15/7/building-better-open-source-communities
● We need a vision. This is the "fluffy" part.
● We need requirements. Communities are chaotic, and that makes them fun, but we do need to have requirements.
● We need to make a plan. There are many communities that have naturally sprung up (e.g. The Ice Bucket Challenge),
but the very best communities have a plan behind them.
● We need an infrastructure.
● We need to figure out how to get people involved ← focus of this workshop
● Once we have people join, we need to measure the value of the community (especially if you're at a company). The
key is refinement. We will screw some stuff up, and this is a good thing. Failure is an opportunity to be better.
9. Strategic Approach
Ask yourself:
● How can you give people the opportunity to become creative?
● How can you show people a way to help others? How do you ensure
people receive the help they need?
● How can people experience affirmation in your community?
● How can people feel inspired by one another in your community?
11. Mistakes to avoid
What worked for one community won‘t necessarily work for another
Not talking to your members
Not being part of your community
Not having a long term plan in place
Not activating your members
Trying to do everything by yourself
12. Best Practices
In summary:
Know what you want (have a long term strategy in place)
Lay foundations using the SCARF model and the CMX engagement cycle
Get to know your members (ask and listen)
Be part of your community (get a feeling for what works and what doesn‘t)
Activate your members using the CHAI model
13. Best Practices
In summary:
Know what you want (have a long term strategy in place)
Lay foundations using the SCARF model and the CMX engagement cycle
Get to know your members (ask and listen)
Be part of your community (get a feeling for what works and what doesn‘t)
Activate your members using the CHAI model