1. Networked Nonprofits: Maturity of Practice ModelCrawl, Walk, Run, Fly<br />By Beth Kanter, Visiting Scholar, David and Lucile Packard Foundation<br />Effective social media strategy isn’t about using as many tools as possible. What it does take to succeed is the ability to improve practice in small steps. Crawl, Walk, Run, Fly is a maturity of practice model that can help Nonprofits reach the next level and improve how they are using social media, mobile, and other emerging technology to spread their missions, design and scale programs, communicate with stakeholders, or inspire behavior change. Their ultimate impact is to make the world a better place.<br />Many nonprofits not successful becoming networked nonprofits because:<br />•They don’t have a methodical, well-thought out communications or program plan that links to their social media strategy<br />•They haven’t embraced a networked mindset or way of working.<br />•They try to be on too many different social media sites or emerging technology tools without the capacity or strategy to support effective implementation <br />•Staff do not have the time or skills to implement a social media strategy on an ongoing basis<br />•People in the organization do not see the value of using social media or have the desire to want to learn a different way of working<br />•Social media requires sharing control of your organization’s branding, having conversations with stakeholders online, and other ways of working that are new and may be uncomfortable<br />•They lack a way to measure their social media strategy success, document results, and reflect on how to improve upon what they are doing<br />Putting the Networked Nonprofit ideas into practice and using social media and other emerging technologies will only be success if nonprofits take small, incremental and strategic steps. In this model, there are four different levels of social media practice. These are classified as Crawl, Walk, Run, Fly. One level is not better than another; it is just where the organization is at with respect to becoming a networked nonprofit and expert at using social media and other emerging technologies.<br />It is important to note that it takes months, if not years, to reach the highest level of networked nonprofit practice. Not every nonprofit will go through the levels at the same pace due to organizational culture, capacity, or communication objectives and target audiences. The goal of training and technical assistance is to help nonprofits improve by getting to the next level. If they can’t fly, then they can run. If they can’t run, then they can walk. If they can’t walk, then they can crawl. The idea is to keep improving.<br />Also, as with all frameworks, when you apply you see that the reality is messy. It might hard to categorize nonprofits. And, it is a very subjective placement. The framework is a way to structure your thinking about delivering social media capacity building and training. It can also be used by a nonprofit to self-assess their level of practice and get to the next stage.<br />Crawl<br />The nonprofit is not using social media or emerging technology or is not using it consistently. They lack a communications strategy or program plan that can be scaled using a networked approach. They basics of a solid marketing plan – from branding, web presence, email outreach, print collateral, and other areas. This category may include larger institutions that have all the basics in place, but lack a social culture or is highly resistant to change from a command and control style to a more networked mindset. <br />These nonprofits to see inspiring stories of other nonprofits from their context and from other disciplines or other places of the world. For some, the first action step is to develop a basic communications strategy or program plan, identifying a SMART objective, audience, messaging, web presence, tactics, and implementation schedule. Once in place, the first social media step should be listening and enhancing their web presence. In some cases and especially with limited capacity, the nonprofit may need to focus on a basic communications or program plan. <br />With nonprofits that have more capacity and have a robust program plan or communications strategy in place, but are facing adoption challenges should start with strategies to effect organizational change. This must come from leadership. The first step is a discussion about the issues. It may be followed by codifying the rules in a social media policy. Approaching listening on social channels as a valid research opportunity is also a good first step. <br />Walk<br />The nonprofit is using one or more social media tools consistently, but it is not strategic. They are not using best practices or techniques for the tools. They have a web presence that represents their communications goals and is up to date and may have integrated social media and mobile and other emerging technologies. Their social media presence is not linked to a campaign, communications objective, or program outcome. They need assistance developing a social media strategy to support short and long-term SMART objectives and to carefully identify the audience. <br />They will need to focus on listening, engagement, and content best practices. The nonprofit also needs to focus on one or two social media tools, going deep on best practices, and collecting data to improve results. They must avoid doing too much on too many tools. <br /> In addition, leadership may not understand social media or be open to its use and use a “Return on Investment” argument. What is needed is a small, low-risk pilot that can collect stories and numbers to help leadership better understand the value and benefit and costs. <br />There may not be a designated person responsible for social media implementation, so the organization should identify ways to build capacity internally – from using interns or volunteers effectively and integrating social media tasks into an existing job description. Staff members need to evaluate their current job tasks and identify what they don’t need to do in order to make time for social media and other emerging technologies. They also must look to people outside their organization who they have connected with on social networks and enlist their help. <br />The nonprofit may also need to revise its social media policy, in part, as an opportunity for people in the organization to understand the value and vision for social media use and to allow letting outsides help with implementation. Finally, it is essential to integrate simple measurement techniques and learning as an organizational habit that helps improve practice and documents results. <br />Run<br />The nonprofit uses one or more social media tools and is strategic, but the problem they face is scaling. Building internal capacity may mature to a point of having a half or full time staff person who serves as a community manager, building relationships with people on social media or new technology platforms. This person also works internally as a network weaver or trainer to help other departments or individuals on staff incorporate the use of social media to support the organization’s programs. The networked approaches or social media is not a silo in the organization. This board is also using social media as part of its governance role. <br />The nonprofit is able to effectively integrate social media or other emerging technologies such as mobile across all communications channels. The organization has strong capacity in content creation as well as repurposing or remixing across channels. The organization has also developed relationships so its audience is inspired to create and spread content. <br />For program strategy, the organization uses techniques like crowdsourcing to get feedback on program design - whether it is help design a pilot, feedback on an evaluation, or rethinking of a program. The organization has adequately engaged and built relationships with key program influencers. The organization has codified and shared its program work flow and has made all program tools and materials available so its network can assist with implementation. <br />Organizations in this category also need to focus on using more sophisticated measurement techniques , tools, and processes. They can be introduced to concepts of networked approaches and strategies by sharing similar organizational success stories. Finally, they could receive assistance in identifying ways to expand capacity through the network or staff. <br />Fly<br />The nonprofit has mastered everything at the running stage and internalized it. The organization has created a culture of public learning for both individuals and the entire organization. The organization uses data to make decisions, but leaders understand how to lead from the heart as well as the head. They can also demonstrate dramatic results. The organization is part of a vibrant network of people and organizations all focused on a social change outcome that makes the world a better place. <br />PracticeStandardStrategyIdentified SMART ObjectiveSMART objective identifies measurable, achievable, realistic, and timely resultsIdentified Specific Target AudienceSpecific audience target groups are identified and include key stakeholders and influencersSocial CultureUnderstands networks, simplicity, transparency and openness as important values. Has codified the rules in a social media policy that does not hamper implementation.Network MindsetLeadership is comfortable with the idea of sharing control of program design and implementation or communications strategyListening ResearchHad done research to learn what other organizations are doing and what the conversations areAllocates Sufficient ResourcesUnderstands capacity to implement by hiring staff or replaces ineffective job tasks with social media tasks in job description or recruits volunteers.ImplementationTools selectionUses best practices on selective number of social media tools that match audience and capacity to implementEngagementTakes steps to foster online engagement and conversations related to strategic objectivesContentHas an editorial calendar and strategy for linking, producing, and distributing content across social media and other channels for communicationCrowdsourcingGets feedback from network on program design and/or implementation.Network BuildingTakes steps to foster online community or networked effects. For program implementation has made work flow and materials available to people to spread or implement.Job Description and TrainingAppropriate training is provided to those people who are responsible for implementationInvolves all staff and boardSocial media is not an isolated function – most if not all staff or volunteers have some knowledge or participate as appropriate. Board members use social media in their governance role.Build Valuable PartnershipsRelationships have been made with stakeholders and other organizations to achieve goals. Has also built relationships with “free agents” or influencers.Measure, Monitor, EvaluateActivities are monitored, measured, and evaluated to improve. Makes decisions based on quantitative and qualitative data. IntegrationWeb SiteStrategic linkages and integration between social media and web site include: link, content, and distributionOther Social ChannelsStrategic cross-promotion and integration between social channelsPrint MaterialsStrategic links between social media and printed materialsE-Mail MarketingStrategic links between social media and email newslettersMobileStrategic links between social media and mobileOfflineStrategic links between offline activities and social media channels<br />