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Nov 22, 2009

Organizations serve people; the Internet allows and inspires that service

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Consider that

  • every organization is investing in improved communications online – more fluid, more productive, more engaging, more interactive, more measurable in achieving real goals and objectives;
  • every organization is morphing in its model due to digital technologies and the Internet; and
  • every organization is faced with immediate needs and opportunities to fulfill their missions to a greater degree.

Specifics (remixed)

Below is a freely (but not drastically) edited version of this ( http://www.coyotecommunications.com/outreach/online3.html ). I liked it so much that I picked it up and started rearranging it, editing it, in order to further explore it for myself. Currently, It serves in my mind as the list of goals and objectives we will help an organization achieve.

An optimally functioning organization will

  • allow and inspire the setting of strategies and goals to involve the participation of most staff members, from different departments, but not be based on lead by committee structures;
  • allow and inspire web communications to be integral into the activity of its members instead of solely an IT responsibility or that of a marketing initiative (it is both of these things as well)
  • allow and inspire updates to their websites with new information at least once per week, with information and activity coming from a variety of staff members;
  • allow and inspire key staff members (paid and volunteer) to subscribe to online content through aggregation of data and newsletters produced by other organizations/companies that are related to their work;
  • allow and inspire staff to post volunteering opportunities to online services, such as VolunteerMatch;
  • allow and inspire staff to regularly publish a subscription-based, email-based newsletter/update, or a web-based newsletter/update, that is promoted via easy-to-use email subscription;
  • allow and inspire all staff to have input regarding what goes on the web site; all key departments have their own section of the web site to maintain, and their changes are made promptly when given to the web master;
  • allow and inspire staff to complete information about volunteering with the organization, including a downloadable-application, orientation schedule and agenda, and policies are available on the organization’s web site;
  • allow and inspire the posting of public documents as freely-available online (annual reports, volunteer policies, etc.);
  • allow and inspire staff to use the website to promote information and activities that builds the reputation of the organization as transparent and credible;
  • allow and inspire staff’s engagement in online research and communications around grants, application deadlines, federal resources, statistics for grant proposals, etc.;
  • allow and inspire staff to regularly send out announcements, agendas, reminders and minutes to meeting participants before and after the meeting;
  • allow and inspire staff instant messaging to interact with each other, volunteers, and colleagues;
  • allow and inspire appropriate policies and procedures about the introduction of new networking technologies at the organization, and regarding the use of all networking technologies by staff;
  • allow and inspire at least some staff to telecommute at least part-time;
  • allow and inspire an avenue for safe, secure financial exchange online;
  • allow and inspire users to subscribe to updates on the web site or blogs via RSS readers;
  • allow and inspire the regular publishing of blogs written by paid and volunteer staff, and even clients;
  • allow and inspire online activism (sending messages to supporters regarding upcoming legislation on the local, state or federal level and how they can contact their representatives; or sends messages to supporters directing them to engage in various activist activities to influence decision-makers, the general public or other);
  • allow and inspire online meetings with board members, advisors, and/or volunteers, to reach consensus, propose new activities, debate internal issues, etc.
  • allow and inspire the use of a private, secure intranet (or cloud) that allows remote staff (paid or volunteer) to communicate, to share documents, to work collaboratively on documents or projects, to view each other’s calendars, and to use shared databases.
  • allow and inspire staff (paid or volunteer) and clients to interact online in secure, private, one-on-one, web-based fora (for instance, an online mentoring program or online counseling service);
  • allow and inspire volunteers to input their service hours and progress reports directly into a private online database;
  • allow and inspire the viewing of online webcasts, or the downloading and listening to podcasts, relating to their work;
  • allow and inspire the use of handheld technologies as a structured, integral part of their work with the community and those served directly by the nonprofit (This includes using micro-blogging, such as Twitter, to send immediate, short, time-sensitive updates to subscribers via their cell phone or a particular online platform (email, instant messaging, etc.);
  • allow and inspire the leveraging of online social networking platforms for client, donor and volunteer outreach; and
  • allow and inspire the hosting of public, live, online audio or video-based events at least once a year.
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Author Details
Jason
Jason Broadwater

Jason is a keynote speaker and project designer for economic development and community collaboration in the New Economy. Jason is also founder of RevenFlo (an internet marketing and application development company).

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