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These Boots are Made for Organizing, Not Just Facebooking

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A look at how to develop campaign and engagement programs using social networks.

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These Boots are Made for Organizing, Not Just Facebooking

  1. 1. These Boots are Made for Organizing, not just Facebooking<br />#11NTCboots <br />Ted Fickes<br />Shayna Englin<br />Apollo Gonzales<br />
  2. 2. Session Evaluation<br />Each entry via text or web is a chance to win great NTEN prizes throughout the day! <br />TEXT<br />Text #11NTCboots to 69866.<br />ONLINE<br />Use #11NTCboots at <br />http://nten.org/ntc/eval<br />Session Evaluations <br />Powered By:<br />
  3. 3. So What’s the Problem<br />The amount of online noise directed at decision makers makes it hard for them to listen. Congress isn’t convinced you’re for real. <br />
  4. 4. Communicating is not organizing. We can talk to more people than ever.<br />But are we changing policy? Are we building sustainable movements?<br />http://www.cmfweb.org/index.php?option=com_content&task=view&id=253<br />
  5. 5. The Bar is Low<br />One click to take action, like us.<br />One click to leave – though most don’t physically leave as much as just stop giving attention. <br />Limbo Dance, BarbadosPhotographicPrint<br />
  6. 6. Social Media<br />For many organizations right now this is where it’s at<br />Facebook: <br />500 million users. 200 million on mobile. 50% of users log in on any given day. <br />150 million US users<br />Your staff, leadership and board likely want you to “do more” with Facebook. <br />http://www.facebook.com/press/info.php?statistics<br />
  7. 7. Resources going into social media growing<br />Are these resources impacting policy and program?<br />
  8. 8. Social Network Investment and Measurement - examples<br />
  9. 9. The state of Social<br />A lot of noise<br />A lot of potential – it would seem<br />Resources being invested with unclear goals and return<br />Need to build and foster networks to change policy and support organizations<br />Is it at all sustainable? <br />
  10. 10. Boots on the Ground – some proposals<br />Social network members can move into and up <br />Engagement pyramid<br />Organized Chaos<br />or<br />Organizing Chaos<br />
  11. 11. Engagement Model – Define One<br />
  12. 12. Engagement Models : Needs/similarities <br />Organizing leadership – what are the opportunities for leadership<br />Engagement pathways – where do people plug in and move up<br />Networks/Nodes – distribute leadership<br />Common Narrative<br />
  13. 13. Engagement Models : Options/Alternatives <br />
  14. 14. Lay social networks over (or under) engagement models<br />Engage and connect<br />Don’t sit back – drive interest and participation <br />Respond and personally interact<br />Ask questions<br />Most interested and engaged will rise up<br />Surveys and list building to gather information and participation<br />Offline events<br />
  15. 15. Lay social networks over (or under) engagement models<br />Data and metrics<br />Be deliberate about tying together social network profiles, email records and other data. <br />Identify other activities and interest of user.<br />Frequent commenters, likers, retweeters.<br />Track, reward and promote.<br />Every action should have a metric. What is the qualitative result you seek to make happen. <br />
  16. 16. Examples<br />
  17. 17. Building Program : Inside Job<br />Why do social media?<br />GOOD: Evidence 5% Facebook connections will take an additional action needed for the campaign and this will move them up the engagement ladder.<br />BAD: Lots of people are there and we want more of them.<br />
  18. 18. Building Program : Inside Job<br />The people<br />Grounded in campaign planning and implementation.<br />Ability to distribute social media and campaign skills and support.<br />Data and number crunching.<br />Support from leaders and front-line program staff to help interact and respond in timely and accurate way.<br />
  19. 19. Building Program : Engagement model<br />You need one – what is it for your organization and needs<br />Identify how people fit into the model and work towards it in three or six month increments. <br />If captains in field – identify how many, who they might be, what they need to do. <br />Someone inside that is ultimately responsible for helping and resourcing leaders.<br />
  20. 20. Building Program : Tools/Tactics<br />Offline events/meetups that build engagement over time. <br />What to track and report on weekly? Identify three things and report on that to team or all staff. <br />Data collection and analysis. Be ruthless in measuring and learning.<br />
  21. 21. Thanks and let us know what you think<br />Shayna Englin<br />shayna@englin.net<br />@sbenglin<br />Apollo Gonzales<br />agonzales@nrdc.org<br />@apollogonzales<br />Ted Fickes<br />tfickes@gmail.com<br />@hayduke<br />#evaluation<br />TEXT<br />Text #11NTCboots to 69866.<br />ONLINE<br />Use #11NTCboots at <br />http://nten.org/ntc/eval<br />Session Evaluations <br />Powered By:<br />

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