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11/22/2017 An Alternative to Focus Groups: Group Interviewing Using the Delphi Technique OnlineRead NowAn Alternative to Focus Groups: Group Interviewing Using the Delphi Technique Online This paper examines the defects of focus group research and suggests that a better alternative to focus group research is web-based surveys using the well-established Delphi Technique.
Qualitative research is an important part of marketing research today. When marketing managers say "we'll do some qual" they almost always mean focus groups. Other types of qualitative research are rarely if ever considered. The technique of data gathering known as focus group interviewing is associated with sociologist Robert Merton's work in World War II. Merton was one of the great pioneering sociologists of the last century, an intellectual giant associated with the development of such central sociological ideas as anomie, deviance, functionalism and role model. Like all new research methods focus groups were developed to improve data gathering in social science research. In 1931 as Rice said: "a defect of the interview for the purposes of fact-finding in scientific research, then, is that the questioner takes the lead...data obtained from an interview are likely to embody the preconceived ideas of the interviewer as the attitude of the subject interviewed" (Rice, 1931, p.561 cited in Kreuger, 1988, p.18). Focus group interviews may have been improvement for some purposes over the one-on-one interviews they replaced but focus groups did not entirely eliminate interviewer bias: far from it. Robert Merton said as recently as 1990 that he felt that this application of focus group research is being misused in that plausible interpretations are taken from group interviews and are treated as being reliably valid (Merton, Fiske and Kendall, 1990, p.xxi). There are three reasons why focus group research cannot be reliably valid: 1. Research has shown that members of a group are strongly influenced by other members of the group. Social psychologists have attributed the influence of other group members to both informational and normative influences. The individual conforms to informational influence because he trusts the judgment of others more than his own. The individual conforms to normative influence from a desire to be liked by others. Research has also shown that conformity is not always brought about by the pressure of majority opinion. A confident minority will also exert pressure to conform. 2. Another strike against focus group research if improperly used, as it so often is in modern marketing research, is that samples are so small that no generalization of findings can be made to any population of interest. Focus groups speak for themselves alone; they provide no reliable or valid insight into the thoughts of a population. 3. And finally, there is always interviewer bias. What are Focus Groups good for? Stewart and Shamdasani (1990, p.15) have suggested that the uses of focus groups include: 1. Obtaining general background information about a topic of interest; 2. Generating research hypotheses that can be submitted to further research and testing using more quantitative approaches; 3. Stimulating new ideas and creative concepts; 4. Diagnosing the potential for problems with a new program, service or product; 5. Generating impressions of products, programs, services, institutions, or other objects of interest; 6. Learning how respondents talk about the phenomenon of interest which may facilitate quantitative research tools; 7. Interpreting previously obtained qualitative results Nowhere is it suggested by social scientists that focus groups should constitute the entirety of a research project and as Merton said focus groups in modern marketing research are being misused in that plausible interpretations are taken from group interviews and are treated as being reliably valid. We suggest that if researchers want to do qualitative research without the dangers inherent in face-to-face imposition of interviewer bias and the problems of interactions within the group putting inappropriate pressures on participants then an excellent alternative is the Delphi Technique. The Delphi technique is a better alternative to focus groups that overcomes some of their major problems. The Delphi technique was developed by the RAND Corporation in the late 1960s. Delphi was developed as a methodology in which a group of experts could arrive at a consensus of opinion about subjective matters. Delphi is typically not conducted in face-to-face group settings. Participants respond to a carefully crafted questionnaire, their responses are delivered anonymously. This overcomes the major problems inherent in the face-to-face dynamics of focus groups. There is little pressure to conform to dominant group members; those who might dominate in a face-to-face setting are also anonymous. After the first set of responses is received the moderator(s) summarize the responses, and feed the summary of responses back to the group. At this stage there is discussion; participants are allowed to support one opinion or another. This can be done by way of a blog or a chat session. After discussion, group members respond again. The idea is not necessarily to obtain consensus but to obtain a relatively stable set of responses. Not only does Delphi avoid the potential problems of face-to-face interviewer bias and adverse group dynamics it also allows relatively large samples of independent individuals to be used, particularly when interviews are conducted on-line. This means that, unlike with focus groups, the researcher can gain valid and reliable insights into the thoughts of a population of interest, such as users of shampoo or voters. This is not feasible with focus groups. A Delphi study can be run very efficiently on the Internet. This not only enables the elimination of undesirable group dynamics it also means that the people who have commissioned the research can observe and even participate anonymously without having to stand behind a one-way mirror. References Kreuger, R.A. (1988). Focus groups: A practical guide for applied research. London: Sage. Merton, R.K., Fiske, M., and Kendall, P.L. (1990). The focused interview: A manual of problems and procedures. (2nd ed.). London: Collier MacMillan. Stewart, D.W., and Shamdasani, P.N. (1990). Focus groups: Theory and practice. London: Sage. Read more: http://www.articlesphere.com/Article/An-Alternative-to-Focus-Groups--Group-Interviewing-Using-the-Delphi-Technique-Online/221687#ixzz4zB2kIqx4 Author: Michael Petty Artice Source: http://www.articlesphere.com
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 Recommended Sources for Grants You have identified a need in your community, designed an action plan and are now in need of a grant to augment your budget. The question is, where should you look to for grants ? Funders come from different sources and frequently disburse money based on their interests. Generally, grants can be obtained through Foundations, Businesses, Federal Grants and State and City Grants.
Foundations: There are different types of foundations in existence and familiarizing one's self with them will contribute to a smooth grant application process. Some of these foundations include Family Foundations, Independent Private Foundations , Federated Funds , Corporate Foundations and Community Foundations. The main differences between these foundations lies in the way the foundations are run and in their interests. For instance, a pharmaceutical company's foundation may be channeled towards non-profits addressing malnutrition in children. Businesses: Business entities tend to fulfill their corporate business responsibilities through the award of grants to non-profits. Also, different businesses have different frameworks or structures that guides their funding activities. A multinational business entity will generally disburse funds differently than a micro business would. In addition, larger businesses generally fund large non-profits with a history of successful fund raising and implementation of projects. They(larger businesses) also have internal departments tasked with decisions regarding their philanthropic endeavors. Federal Grants: Federal grants are awarded with the goal of discharging a public good. Some non-profits bulk at the thought of applying for federal grants due to factors such as extensive reporting requirements. Yet, it is a great source of funding that shouldn't be overlooked. Some of the benefits of applying for federal grants lies in the fact that the funds offered tend to be substantial and stable. Also, non-profits tend to earn a degree of credibility when federal grants are listed as part of their funding sources. State and City Grants: Typically, these types of grants are smaller than federal grants and less demanding. Also, the application period tends to be less stringent. Some of the projects that typically get funded include projects that improve the lives of people residing within the state's/city's area of jurisdiction. This essentially means that so far as your non-profit has identified a need in the community and has proposed a project that can effectively address the problem, you are eligible for a grant from your state or city. It also pays to keep elected officials of your state or city informed about the activities that your non-profit organizes and engages in. Familiarizing yourself with the various grant giving entities (Foundations, Businesses, Federal Grants, State and City Grants) is a key step in ensuring the delivery of proposals to relevant funders. This leads to a smooth grant seeking process and an increased likelihood of success. Written By Sherita N Brace Sherita N Brace is an International Development Professional and a Blogger. She serves as a Consultant to non-profits and provides grant writing services, program planning services and communications services. References:
 A grant has been awarded to your non-profit. Despite the feeling of euphoria, serious decisions have to be made. The die is cast. Now what ? How does your non-profit implement its' program effortlessly ? A great strategy along with financial resources come to naught without a road map for program implementation. This is due to the fact that without the program being implemented, both tangible and non-tangible results will fail to materialize. The first step to ensuring the smooth implementation of a program is to organize the steps needed for implementing the program. Organizing your activities includes creating and reviewing your implementation strategy, assembling team members and regularly evaluating the program's progress. Create an Implementation Strategy: Here, it is imperative to review the non-profits strategic document and to create an implementation plan that aligns with this document (strategic document). In order to elevate the interest of stakeholders and implementing partners, a strategy map may be utilized. A strategy map is a great tool that assists team members in visualizing the project in its totality. Through visualization, the desire of team members regarding the success of the project succeed is increased. In essence, the program gathers momentum and has a greater chance of success through the use of a strategy map. Assemble Team Members: This is an important step that cannot be overlooked. During this phase, an implementing team comprising individuals who will be playing both direct roles and indirect roles ought to be assembled. Thereafter, schedule a meeting where the roles of individuals can be explained. This step ensures clarity of roles and leads to the avoidance of confusion. Also, information packets indicating the roles of team members and the projects evaluation plan should be disseminated to team members during this meeting. Finally, creating an environment that fosters teamwork will result in the development of positive working relationships. Evaluate the Programs' Progress: The creation of an evaluation plan will ensure that the program is implemented in a timely fashion. Also, by following the timeline of activities indicated in the evaluation plan, issues or problems that might otherwise go unnoticed will be detected and resolved in a timely fashion. Thus, the likelihood of unresolved problems metamorphosing into potential nightmares can be avoided. A non-profit can ensure smooth implementation of programs/projects by staying organized, astutely selecting team members, clarifying their (team members) roles and regularly evaluating the programs' progress through a timeline of activities. Written By Sherita N Brace Sherita N Brace is an International Development Professional. She serves as a Consultant to Non-Profits and provides grant writing services, program planning services and communications services. Reference: .Strategy Maps. Retrieved September 20th from https://knowhownonprofit.org/organisation/strategy/implement/maps  Benefits of Donor Advised Funds Donor Advised Fund (DAF) as a medium for raising funds by charities has seen a recent surge in popularity. The reason for this surge can be attributed to the benefits that stand to be gained by both donors and charities alike.
Benefits that stand to be gained by donors through DAFs comprise: a). Immediate Tax Deductions Some of the tax advantages that stand to be gained by donors include income tax benefits, Capital Gains Tax benefits, Estate Tax benefits, Tax-Free Growth benefits and Alternative Minimum Tax benefits. These tax benefits serve as an incentive to donors and encourages them to save into an account that is operated by a DAF sponsor. b). Reliable and Cost Effective Medium for Donating to Charities DAF provide donors with a means of saving funds over a period of time for the sole purpose of funding charities. Also, donors find it attractive because securities, cash, and appreciated assets are acceptable forms of contribution. Securities and tangible assets are acceptable since DAF's have the ability to convert these sources (securities and tangible assets) of contribution into cash. c). Convenient Funding Timeline A desirable feature of a DAF is that it enables donors to save funds for future giving at a convenience pace. As a result, donors enjoy the liberty that comes with giving at one's discretion. The main benefit that charities/non-profits gain from a DAF include : a) Consistent Source of Funding A DAF serves as a reliable and consistent source of funding to charities since contributions tend to be larger. For instance, grants awarded to charities through DAFs are usually larger than credit card contributions. Ultimately, viewing Donor Advised Funds as reliable vehicles for philanthropy and the accomplishment of non-profit goals will yield mutually satisfactory outcomes for participating parties. Written By Sherita N Brace Sherita N Brace is an International Development Professional and a Blogger. She serves as a Consultant to non-profits and provides grant writing services, program planning services and communications services. References: 1. 5 Primary Tax Benefits to Donors. Retrieved September 7, 2017 from https://www.aefonline.org/tax-benefits 2. Donor-Advised Funds : The Benefits and Drawbacks / Investopedia. Retrieved September 7, 2017 http://www.investopedia.com/articles/managing-wealth/080216/donoradvised-funds-benefits-and-drawbacks.asp#ixzz4s1R1ZWqt  NON-PROFIT PROGRAM EVALUATION TIPSThere are those who believe that program evaluation is overly emphasized and isn't particularly important. However, as a non-profit, how can you know for sure that a program being implemented is actually achieving its' goals ? Through program evaluation and the measurement of outcomes, management can be provided with a framework for analyzing areas of the program that are actually working and others (areas) that are not. There are many types of program evaluation methodologies. Some of the main types comprise Goal Based Evaluation, Process Based Evaluation and Outcomes Based Evaluation. The type of goal desired from an evaluation exercise will determine the approach/methodology to be opted for. In order to carry out an efficient program evaluation, the following factors should be considered; 1) Level of Evaluation: Under the level of evaluation, the goal is to gain information from program beneficiaries. The main types of information targeted includes the reactions and feelings of beneficiaries, their perceptions or attitudes and changes in skills and effectiveness of the program. In essence, an effort is made to determine if beneficiaries have experienced an improvement in their circumstances because of access to facilities of skills provided under the program. Getting information on reactions, feelings and effectiveness of the program can be challenging due to the ephemeral nature of feelings. Despite its' taxing nature, attaining information on feelings, perceptions or attitudes and changes in skills and effectiveness of the program will help in generating a holistic view of performance measurement outcomes. 2) Analysis of Information Obtained: When analyzing data/information obtained during the information gathering phase, an essential step is to begin with the goal(s) of the evaluation. For instance, is the program evaluation being carried out as a means of finding out about lessons learned? Carrying out this step will help in organizing data obtained while narrowing it(data) for much more accurate and relevant analysis. 3). Interpretation of Information Obtained: After analyzing information obtained, the next step is to put it into perspective. Basically, it should be compared to the goals/ objectives of the program. Furthermore, it is generally helpful to include recommendations or suggestions for improving future programs that have similar objectives. Finally, interpretations and recommendations ought to be but in a report format and filed. Considering the level of evaluation, analyzing and interpreting information obtained will yield desired evaluation goals that inform management about the effectiveness or non-effectiveness of a program. Written By Sherita N Brace Sherita N Brace is an International Development Professional. She serves as a Consultant to Non-Profits and provides grant writing services, program planning services and communications services. Reference: Basic Guide to Program Evaluation. Retrieved August 28th from http://managementhelp.org/evaluation/program-evaluation-guide.htm  Data Collection Methods Used by Non-Profits Data is of no use if the insights gleaned from it isn't used strategically. By strategically, I mean that it should be used to guide decisions that yield desired outcomes. Not doing so will mean that nonprofit decision makers will be conducting their decisions in a vacuum without having a clue about procedures that actually work vis-à-vis procedures that don't work. With that said, the main types of data collection methods often employed by non-profits include:-
(i) Survey (ii) Interview (iii) Focus Group (iv) Participant Observation and (v) Record or Document Review Survey: This is a cost effective method and can be issued either by e-mail, mail, telephones or in person. Generally, the nature of the desired goal will determine the best approach to be used. Surveys can provide critical information and insights for decision makers in a non-profit if conducted effectively. Also, they (surveys) are usually carried out by asking sample beneficiaries a fixed set of questions. Generally, surveys are quantitative in nature. Interview: Interviews reflect a qualitative approach and are very effective at eliciting explanatory responses. Using this approach is a great way of establishing rapport with respondents. It also facilitates the introduction of other stimulus such as pictures of an ongoing project. For instance, non-profit leadership might have a desire to gauge the perception of beneficiaries regarding a project. Rather than hazarding a guess, an interview involving targeted questions can be conducted. Information gleaned from the interview can provide the leadership with objective insights. Focus Groups: Focus Groups are exploratory in nature. As its' name indicates, it focuses on selected beneficiaries of a program for about two hours. Focus Group discussions are conducted in a special facility by a trained interviewer. In most cases, questions asked by the interviewer are structured according to targeted goals. One caveat with focus groups is that they lack an observational component. Participant Observation: Participant Observation as a data collection method is qualitative in nature and can be used by non-profits as a means of gaining explanation /insights. For instance, in a situation where the relevance of a program to beneficiaries is being sought, a non-profit can utilize participant observation. It is especially useful in situations where beneficiaries might not be adept at articulating the specific components of a program that they deem helpful. By observing how beneficiaries engage and act based on present and future circumstances, non-profit leadership can gain deeper understanding. Record or Document Review: Under record or document review, data is collected by reviewing existing documents. This qualitative approach involves reviewing internal records and external records. Both internal record keeping sources of an organization and external sources such as publicly available records of a program are reliable sources of data collection through the record or document review approach. Furthermore, documents are available either in hard copy format or soft copy format. The document review process, although time consuming, can be a useful way of steering the direction of a program. For example, non profit leadership can determine if written statements regarding the purpose of a program are being reflected during the implementation phase of a program. Should discrepancies be discovered during the document review process, measures aimed at curbing these discrepancies can be conducted. Written By Sherita N Brace Sherita N Brace is an International Development Professional. She serves as a Consultant to Non-Profits and provides grant writing services, program planning services and communications services. References: . The Market Research Toolbox, Edward F. McQuarrie, 2012, SAGE Publications, Inc. . Evaluation Briefs. Retrieved August 23rd from https://www.cdc.gov/healthyyouth/evaluation/pdf/brief18.pdf  A Guide to Non-Profit Program Planning In order to achieve successful program outcomes, it is essential to build a strong foundation during the program design process. As is the case with many ventures in life, strategic planning coupled with dedication towards the achievement of goals will result in desired outcomes. The main steps that comprise effective program planning are:
1. Identification of Service Gaps 2. Alignment of Program with Organization’s Mission 3. Engaging Beneficiaries 4. Program Planning as a Team Effort 1. Identification of Service Gaps To develop a successful program plan, conduct research centered on gaps in service to beneficiaries. By carrying out this activity, areas that require additional attention and input will be discovered. As a result, non-profit leadership can fine tune their approach while focusing on the development of relevant programs with a high rate of success. 2. Alignment of Program with Organization’s Mission Program(s) opted for should tie in to the organization’s mission and goals. During the brainstorming phase, ideas generated should reflect the goals that the non-profit organization seeks to achieve. By doing this, the non-profit will stay true to it’s mission while avoiding the likelihood of stretching itself too thing. Each idea generated should be thoroughly questioned and vetted to ensure that it fulfills the organization’s core mission. 3. Engaging Beneficiaries Intended beneficiaries of the program should be engaged during the inception phase of the program. By interacting with them, the non-profit can gain their perspective. Thus, they will be in a unique position to fine tune the ideas generated and come up with a program that reflects the perspectives of. Also, engaging beneficiaries has an added benefit of creating awareness and generating interest in the non-profits' activities. This can help the non-profit entrench its position within the community that it serves. 4. Program Planning as a Team Effort Programming planning should be conducted as a team effort by engaging the board, executives, consultant(s) and personnel that will be providing key administrative and programmatic services. One of the crucial functions that conducting program planning as a team effort provides is clarity. Team members can clarify any idea or suggestion that may be shrouded in confusion. Also, an added bonus is that it ensures ownership of the program. As a result, team members will be more likely to go the extra mile in ensuring the success of the program. Developing a program that takes into account identification of service gaps, alignment of the program with the organization’s mission, engages beneficiaries and carries out program planning as a team effort will result in the development of a strong program that fulfills required outcomes. Written By Sherita N Brace Sherita N Brace is an International Development Professional. She serves as a Consultant to Non-Profits and provides grant writing services, program planning services and communications services. Reference:
 What are the Main Types of Proposals ? Although there are many types of proposals for fund raising purposes, the main categories that they fall under include; A letter of Inquiry, A letter proposal and The full proposal.
A Letter of Inquiry (LOI): According to Tori O'Neal-McElrath, A letter of inquiry "is generally a two-or three-page summary (though some funders may request a specific number of pages) submitted when the funder wishes to see a brief description of the project before deciding whether to ask for a longer, more detailed proposal". Sending a letter of inquiry to a potential funder after conducting your funder research can save both parties (funder and non-profit) time. By sending an LOI, a non-profit can receive valuable insights regarding the compatibility of its program with the funders' mission. Through the feedback received from the funder, the non-profit can either proceed to develop an in-depth proposal that meets the criteria set forth by the funding organization or refrain from developing a proposal. Likewise, an important benefit of an LOI to a funder is that it cuts down on the amount of time expended on the review of lengthy proposals that might not be the right fit in the first place. In writing a letter of inquiry, one of the factors to keep in mind is indicating how the proposed project aligns with the funders' mission. A letter of Proposal: This is usually part of the application process set forth by foundations. It is also requested by corporations on a regular basis. Much like a cover letter, it is generally recommended to limit its content to one page. A letter of proposal should highlight salient points such as the type of project to be implemented and the total cost of the project. It should be written in a clear and lucid manner. Remember that you will not be physically present to clarify issues. As such, it is essential that your letter of proposal doesn't leave room for doubt. Finally, it should be authenticated by the program head or any member of the organization's decision makers. The Full Proposal: Generally, a full proposal is written in accordance to the funders criteria which can be found in an rfp. It helps to be as clear and specific as possible. The full proposal usually entails a need that has been identified in the community, the goals and objectives to be achieved, a time frame, an evaluation framework, a budget narrative, personnel, partnerships ( if any) among others. It is equally important to adhere to the submission criteria and deadlines. In order to prevent stressful situations, it is advisable to start the proposal development process sooner rather than later. Written By Sherita N Brace Sherita N Brace is an international development professional and a blogger. She serves as a consultant to non-profits and provides grant writing services, program planning services and communications services. Reference: 1. Winning Grants Step by Step, Tori O'Neal-McElrath, 2013, John Wiley and Sons.  How to Cultivate Donors in Four Steps Just as water is essential to the survival of fish, so is adequate funding essential to the sustainability and survival of programs run by non-profits. As such, planing and incorporating a strategic donor cultivation plan will assist in the achievement of program objectives. The following steps can serve as as a guide in the cultivation of donors for various non-profit programs.
1). Research: Prior to starting a donor cultivation program, non-profits should conduct research on funders and categorize funders according to their mission. By so doing, they will be better positioned to connect on mutual point(s) of interest. This is critical since the attention of potential funders has to be captured prior to solicitations. Therefore, a meaningful way of capturing the attention of donors is by communicating with them based on mutual interests. 2).Engage Identified Funders: Upon identifying and capturing the attention of donors based on their interests, the next step is to engage with them. Activities that encourage networking and face to face interactions tends to yield higher results than activities that involve less personal interactions. For instance, invitations to the program site of non-profits can be issued to potential donors. By doing this, funders will be provided with an opportunity to learn more about a non-profit's programs while providing them(funders) with an opportunity to connect with the non-profit at a deeper level. To involve funders further, the non-profit's team lead can provide them with options/mediums through which they would like to engage with the non-profit. That is, would they rather serve as volunteers or offer advice on an "as need basis?" At this phase, some donors will opt out. Whatever the outcome maybe, it shouldn't be taken personally. For example, a donor may opt out simply because he or she may have other pressing engagements. 3). Request Financial Support: Now is the time to request for financial support from potential donors after researching and engaging identified donors. At this point, most of the donors identified would be conversant with your non-profits mission and its work within the community. Since the likelihood of an emotional connection is likely to be high, funds for programs can be solicited successfully. Funds may be solicited through fundraisers, sports events etcetera. 4).Create a CRM System: Creating a crm system will help non-profits in keeping track of the activities of donors. It will also provide insights on strategies that work best among a certain segment of donors and those that don't work. Such information can be fine tuned and transformed into the development of an adequate donor cultivation strategy. Donor cultivation process is an ongoing process and should not end once funding is received. Coming up with creative ways of engaging with donors will definitely set your non-profit apart from others while making it more memorable. Although donor cultivation is a slow process, sticking to it reaps desired results. Written By Sherita N Brace Sherita N Brace is an international development professional and a blogger. She serves as a consultant to non-profits and provides grant writing services, program planning services and communications services. 7/18/2017 five reasons why non-profits should incorporate social media as part of their communications strategyRead Now five reasons why non-profits should incorporate social media as part of their communications strategySocial media is now ubiquitous and shouldn't be ignored. Incorporating an effective social media strategy will benefit non-profits in the long term and short term. Five compelling reasons why social media ought to be included in a communications strategy are:
1. Immediate access to Constituents: A non-profits constituents, stakeholders and support base can be provided with immediate updates on programs, reports, activities etcetera through social media. Most individuals access social media on a daily basis. As a result, providing updates through social media is a quick way of sharing information. 2. Social Media is Ubiquitous Social media is now part and parcel of modern life. People tend to use social media for informational purposes, entertainment purposes among others. By incorporating social media into its' communication strategy, a non-profit stands to reach wider audiences which in turn generates awareness for its' programs. 3. Social Media is Cost-Effective Non-profits make tough financial decisions regularly. Marketing and advertising efforts can be expensive and leave a dent on budgets. For instance, generating publicity for an event by printing out 100's of flyers is not only expensive but can fail to achieve the desired goal. This is due to the fact that most of these flyers often end up in the garbage bin. Yet, there is a more cost effective and environmentally friendly way of creating publicity for an event without resorting to paper flyers. This equally effective medium is Social media. Thus, electronic flyers can be created and shared with the general public in a more rapid and cost-effective manner. 4. Improved Search Engine Rankings A good search engine ranking will enable a non-profit to capture substantial traffic on the internet. For a non-profit, this means that it can be discovered by potential donors and individuals interested in its' mission! The criteria for search engine ranking is always changing. For instance, in recent times, it is simply not enough to blog regularly and use relevant meta tags. Google currently considers other factors such as social media engagement. Therefore, a non-profit with wider following and engagement is deemed as more credible by search engines compared to a non-profit that doesn't have a social media presence. Consequently, a non-profit with social media engagement earns improved search engine rankings. 5. Effective Brand Insights: Through Social Listening(process of monitoring digital conversations to understand what customers are saying about a brand and industry online - TrackMaven), a non-profit can gain insights on brand and program perceptions held by its' supporters. In essence, each time a non-profit posts on social media, it can analyze comments as a means of having first hand views on what its' supporters/stakeholders are thinking. A non-profit can also assess the kind of programs that generate the most interests by segmenting content syndication lists. Findings from this exercise can be incorporated into the planning of programs. Social media is essential to a non-profits communications strategy and should be prioritized. Spending five to six hours weekly on social media branding will result in immense benefits for a non-profit. Written By Sherita N Brace Sherita N Brace is an International Development Professional. She serves as a Consultant to Non-Profits and provides grant writing services, program planning services and communications services. References:
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