East Bay Coalition for the Homeless - Roger Williams University

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Appendix E E: Crawl–Walk–Run–Fly Model for Non-profit Social Media Strategies 115
Networked Nonprofits: Maturity of Practice Crawl, Walk, Run, Fly Model Introduction Transforming into a Networked Nonprofit happens with small, incremental, and strategic steps. In the bok, “Measuring the Networked Nonprofit,” by Beth Kanter and KD Paine, the “Crawl, Walk, Run, Fly” maturity of practice model is introduced to help them assess this transformation. The rubric helps nonprofits figure out what incremental steps are needed to get to the next level. It takes months, if not years, to reach the highest level of networked nonprofit practice. The framework is designed to encourage nonprofits to succeed by helping them understand and measure the nature of the change process they are going through. This model is simply a moethod for organizations to figure how where to focus time and learning to get to the next stage. It can also be used to refine and evaluation a technical assisstance program. Seven Vital Characteristics of Networked Nonprofits The Networked Nonprofit introduced the concept of a different kind of nonprofit organization called a networked nonprofit or one that leverages the power of social media to expand its network of supporters and thereby greatly increase its success. In that book, two types of networked nonprofits are profiled: those born as networked nonprofits and traditional nonprofits that are on their way to becoming networked nonprpofits. The Networked Nonprofit walked nonprofit leaders through the process of changing their orientation from managing organizations to participating in and managing networkds. It was aimed at helping nonprofit leaders take the first steps to using social media successfully. Knowing how to use social media well is not just about knowing which button to push or what technological wizardry to employ. The power of a networked approach is its ability to connect people to one another and help build strong, resilient, trusting relationships that lead to real on-the-ground social change. 1. Networked nonprofits know their organizations are part of a much larger ecosystem of organizations and individuals that provides valuable resources. Networked nonprofits understand that they don’t need to own the to-do list, only the results 2. Networked nonprofits know that relationships are the end result of all the interactions and conversations they have with their networks. They are comfortable doing their work transparently and have a culture that allows this. It makes them open to serendipity and new ideas. 3. Networked nonprofits experiment, and learn from their experience. They are masters at experimenting their way into dramatic wins. They don’t shy away from failure, because it leads them to innovation and success. 4. Networked nonprofits have data-informed cultures. They use data to assess their experiments and measure their succes. They use data to make decisions and develop strategy, pick platforms, and identify influencers. 116
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EAST BAY COALITION FOR THE HOMELESS
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CPC Project Disclaimer: The reader
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Table of Contents Executive Summary
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Project Goals & Objectives Client R
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Fall 2012 Baseline Board Survey See
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Situation Analysis Organizational A
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Competitive Analysis: Internet Acce
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Competitive Analysis: Social Media
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Competitive Analysis: Differential
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SWOT Analysis Strengths 1. Staff’
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Positioning Strategy There are a nu
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Logo The existing logo, while recog
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Additional Messaging Under the “O
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Communication Objectives, Strategie
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Blogging Blogs provide a voice for
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Facebook Guidelines & Strategies 1.
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LinkedIn LinkedIn can help the EBCH
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Youtube/Vimeo Short videos provide
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Press Releases/Media Advisories/New
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Suggested Events 1. Walk-together:
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RIPTA Advertising A program of “i
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Donor Premiums There are a number o
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Sample Executions Sample Business C
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EAST BAY COALITION FOR THE HOMELESS
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Campaign Evaluation What to Track W
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Appendix A Fall 2012 Research Repor
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Executive Summary This report discu
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Research Process Research Objective
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Findings and Analysis Statistical A
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If you were not on the EBCH board,
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If you were asked to describe the E
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If the EBCH did not exist, what wou
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EBCAP Board Responses: Again, messa
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The spread of the ratings is presen
Page 69 and 70: C. How the Relationship with the EB
Page 71 and 72: Board Survey 66
Page 73 and 74: THESE ARE QUESTIONS FOR EBCH BOARD
Page 75 and 76: ALL RESPONDENTS SEE THE REMAINING Q
Page 77 and 78: ALL9 * Listed below are four potent
Page 79 and 80: ALL14 How effective is each of thes
Page 81 and 82: Appendix B December 13, 2012, EBCH
Page 83 and 84: You would continue to advocate for
Page 85 and 86: How many events per year... Should
Page 87 and 88: Differentiating Characteristics •
Page 89 and 90: Appendix C Spring 2013 Research Res
Page 91 and 92: Education 60% 50% 40% 30% 20%
Page 93 and 94: Familiarity w/ Other Organizations
Page 95 and 96: Donations: EBCH and Others Reasons
Page 97 and 98: Donate to other charities 100% 90%
Page 99 and 100: Know Anyone Associated with the EBC
Page 101 and 102: Message Effectiveness Tested five r
Page 103 and 104: This first question is a SCREENING
Page 105 and 106: FD5 How likely are you to encourage
Page 107 and 108: FD9 Why do you no longer donate to
Page 109 and 110: CD5 How likely are you to encourage
Page 111 and 112: CD10 Which of these fundraising eve
Page 113 and 114: CM4 What percentage of people in th
Page 115 and 116: CM8 How likely might you be to dona
Page 117 and 118: CM12 What factors do you consider w
Page 119: CL5 What is the highest degree or l
Page 123 and 124: At this stage, the organization doe
Page 125 and 126: Organizations in this category have
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Page 131 and 132: FOR IMMEDIATE RELEASE East Bay Comm
Page 133 and 134: Appendix G Radio PSA Alert Template
Page 135 and 136: Appendix I Press Kit Guidelines Wha
Page 137 and 138: Appendix J WordPress Guide 132
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