Small research organizations don\'t always have the staff to handle outreach activities effectively. So what do you do? Here are some slides I presented to the National Cancer Institute recently with some advice based on my experience.
The document provides guidance on project planning, accessing resources, and funding opportunities for local government projects. It emphasizes the importance of clear aims, objectives, methodology, budget, and evaluation framework. It also recommends identifying targeted funding programs by focusing on their objectives and how the project aligns. Various potential funding sources are listed, and it suggests considering international dimensions, in-country opportunities, and local fundraising to explore creative options in the current climate.
The document discusses ways to improve communication and engagement to scale up the impacts of research programs. It outlines communicating through a variety of channels to reach different audiences, from social media and websites to workshops and field work. It also emphasizes tailoring communications to different contexts and levels, from projects to landscapes to global. The document provides examples of communication products and engagement strategies used by the Water Land and Ecosystems research program.
This document outlines the governance, management, and implementation of a project. It discusses establishing clear roles and responsibilities, transparent reporting, an independent monitoring team, and expedient disbursement mechanisms. The project also involves multiple tailored designs at the school level, positions project schools as examples to disseminate best practices, and focuses on sustainable professional development mechanisms.
This document discusses knowledge exchange and mobilization in Canada. It begins with an overview of what knowledge exchange is and examples of knowledge exchange services at York University. It emphasizes that knowledge mobilization helps make research useful to society by supporting engaged research from inception to impact. The document then provides tips for effective knowledge exchange planning, including considering audiences, goals, activities, and demonstrating impact. It offers various tools and formats that can be used to mobilize research, such as infographics, research summaries, posters, videos and theatre. It concludes by reflecting on knowledge exchange as a collaborative, relational process of getting the right information to the right people through partnership from inception to impact.
This document outlines the agenda and topics for a monthly call on employee engagement collaboratory. The modular presentation covers introducing employee engagement, building support, making the business case, designing engagement programs, scaling programs, and communicating. Case studies are also discussed and guidelines provided for submitting case studies, including context, initiative design, implementation, obstacles, results, and lessons learned.
The document advertises a conference on project management and portfolio management. The conference will cover evaluating project maturity, trends in PMO management like Lean and Agile, and exchanging experiences in developing PMOs. Participants can learn about PMO excellence, stakeholder management, and portfolio trends. The conference includes lectures and roundtables. It will also host a PMO Award contest in two categories. The keynote speakers will discuss attitudes for project success and aligning organizations behind strategies. The conference will take place on April 9, 2014 in Warsaw, Poland.
The document outlines an agenda for a workshop on research impact and knowledge mobilization. The workshop will cover various tools and frameworks for research impact planning and assessment. It will include sessions on indicators for measuring knowledge mobilization efforts, collecting evidence of impact, and reflecting on research projects and programs. Breakout groups will discuss skills and qualities of knowledge brokers, and a case study on research impact at Eawag will be presented.
This document discusses stakeholder engagement and management. It defines stakeholders as any persons, groups, or organizations that have a relationship with an organization and can influence or be affected by its actions. It identifies common stakeholder groups like customers, employees, suppliers, and society. It also outlines approaches for identifying stakeholders, understanding their needs and expectations, prioritizing stakeholders, and involving them in organizational processes. The RADAR model is presented as a framework for stakeholder relationship management involving determining required results, assessing and planning approaches, deploying approaches, and reviewing their effectiveness. International aspects of stakeholder engagement are also briefly mentioned.
The document outlines the steps to establish a sector partnership between employers and training providers to create a career pathway system for an industry. The steps include establishing a partnership with employers to determine priority areas and champions, building a strategy with deliverables and timelines by exploring existing programs and identifying target populations, and implementing programs established by partners while providing ongoing support and reviewing effectiveness. The goal is for the partnership to create an industry-approved training pathway system to help participants graduate with credentials for open positions in the industry.
Devashish Prakash successfully completed a campus relations project for OysterConnect.com. The project involved getting 25 students from his college or other local colleges to apply for projects on OysterConnect.com using his unique referral link. He was also tasked with sharing student contact information, promoting OysterConnect.com's social media pages and projects, and putting up posters on campus. His mentor Kajal Saxena gave him positive ratings for skills like initiative, meeting deadlines, problem solving, and communication.
The document provides guidance for student chapters on selecting and carrying out international poverty reduction projects through Nourish partnerships. It outlines the project selection process, important criteria for evaluating potential projects, guidelines for planning projects, responsibilities of the international projects committee, and tips for effective project implementation. Key aspects include finding projects that address real needs, have clear goals and roles for students, and potential for community ownership and sustainability.
Professional stakeholder communications 2013 11-12 at Project Days HelsinkiKia Haring
油
This document discusses the importance of stakeholder communications in customer project delivery. It recommends selecting a pilot project called "MORNING" to test a new communication model. The objectives are to support the project with professional communications and gain experience to implement the model company-wide. Concrete deliverables include a communications plan, kit, FAQs, and processes for events, media, milestones, and crises. Benefits include clear roles and responsibilities, improved efficiency, transparency, minimized risks, and increased customer satisfaction and future sales. Feedback on the pilot was positive, praising the professional work and impact on engagement.
This document contains information for the role of an Innovation Projects Co-ordinator. It outlines the key responsibilities of the role, including providing administrative support, facilitating project delivery and workshops, and adhering to policies. It also lists the qualifications being sought, such as knowledge of project methodologies, strong communication and coordination skills, and an understanding of the local growth strategy. The document then provides details of the candidate's relevant experience in administrative and project coordination roles at various universities and companies, highlighting achievements like successfully obtaining funding and generating new business. It concludes by describing the candidate's personal attributes that would be an asset for the role, such as being extremely organized, committed, and passionate.
Knowledge Management in the Global Environment Facility: The GEF IW:LEARN Exp...Iwl Pcu
油
The document discusses the International Waters Learning Exchange and Resource Network (IW:LEARN), which was created by the Global Environment Facility (GEF) to address the underutilization of knowledge and experience from GEF projects. IW:LEARN facilitates portfolio-wide learning through biennial conferences, targeted workshops, project exchanges, and an online repository. Its goals are to establish a GEF identity for international waters projects, move projects from isolated implementation to partnership, and create a global network of practitioners sharing learning.
The document outlines the agenda for a meeting discussing various JISC projects and programs. It includes:
1) Discussing IPR and JISC projects from 10:00-10:45
2) Planning and producing videocasts from 10:45-11:30
3) Evaluating the Innovation Programme and realizing benefits from 12:00-12:30
The use of Open Badges to recognise non-formal and informal learningIldiko Mazar
油
Soft skills such as communication, teamwork, creativity and entrepreneurship are more and more in demand on todays labour market and they may prove to be the decisive factor between two candidates with equivalent qualifications and experience. But how can we measure, improve and publicly display these skills in CVs or e-Portfolios? The ERASMUS+ funded eLene4work (http://elene4work.eu) and Open Badge Network (www.openbadgenetwork.com) projects are doing a crucial job to answer these questions.
An open badge is not simply an online representation of a skill somebody possesses, but also a means that allows its earner to verify their skills, interests and achievements. The aim of this workshop was to highlight how tailor made open badges can serve to promote the acquisition and demonstration soft skills demanded by the 21st century labour market.
After a short presentation, participants were involved in an engaging group activity and were able to experiment with creating their own open badges, using OBN partner, DigitalMe's open badge design canvas (http://www.digitalme.co.uk/assets/pdf/digitalme-badge-design-canvas.pdf).
This practical workshop was a preliminary teaser of a more comprehensive MOOC (http://www.openbadgenetwork.com/outputs/open-badges-network/) being developed by the Open Badge Network project.
This document outlines plans for capacity building among experts in the ESA regional network. It discusses conducting a knowledge management needs assessment targeting stakeholders to identify skills gaps and awareness needs. It will develop an implementation plan and strategy for capacity building. It also describes developing documentation tools and methods to facilitate knowledge application and sharing of lessons learned, best practices, and project experiences through publications, workshops and websites. Monitoring and evaluation of impact will be integrated within existing M&E systems.
The document summarizes Audencia Nantes' partnerships with local governments to promote responsible business practices. Audencia was the first French institution to sign the UN Global Compact in 2004 and partner with WWF-France in 2010. It integrates global responsibility into teaching, research, and operations. Examples of partnerships include developing Saint Herblain's responsible business charter, contributing to Nantes Metropole's responsible business resource center, and helping define criteria for public loans and purchasing from responsible companies. Through these partnerships, students gain experience evaluating companies and contributing research. The partnerships also benefit communities by supporting local sustainable development.
The Social Media Manager is responsible for developing and executing a clearly defined social media strategy to support marketing initiatives and increase brand awareness. Key responsibilities include analyzing social media strategies, identifying trends, planning programs, measuring effectiveness, and collaborating with stakeholders. The ideal candidate has a business or computer science degree, excellent communication and research skills, and experience in social media, advertising, and online marketing.
Prototype Organization Chart | Innovation Platform Research University: 1Ed Morrison
油
In the future, organizational charts will be different. We are exploring circular organization charts that allow for flexibility around a tight core of hierarchically organized, stable functions.
The Collaborative Network Programme supports groups of companies to maximize collaborative opportunities and develop new products and services through a two-phase programme. Phase 1 provides funding of 50% up to 贈25k for a scoping study over 3-6 months. Phase 2 provides funding of 50% up to 贈250k for full-time facilitation over 2-5 years. The programme aims to leverage expertise, share knowledge, and build capacity among a minimum of four Northern Irish companies. Benefits include improved skills, access to new markets, and innovative practices.
Imperatives of organizing campus hackathonsHirePro
油
Organising campus hackathons involves a few important stages, right from identifying the right mode of engagement to collecting feedback from participants.
This document discusses outreach services for a new generation of learners at a university library. It emphasizes student and university engagement through various channels of communication for millennial students. It observes trends in user behavior and reference services. The library aims to support the university's strategic plan through academic excellence, educational opportunity, social responsibility, and personal growth. Examples are given of outreach activities like social networking, learning spaces, and community partnerships. New faculty positions are created for assessment, virtual services, student outreach, and marketing/outreach.
This document discusses library outreach programs and their management and assessment. It defines outreach as activities that engage communities outside of the library, such as other campus groups, local schools, and community organizations. The document outlines best practices for outreach including having a dedicated outreach position, developing partnerships, and conducting needs assessments and evaluations to improve programming. It provides examples of outreach activities at California State University Northridge including an Advanced Placement program for local high school students.
Connect, Share, And Collaborate: NYUs Open Education SeriesMarlene Leekang
油
How do we connect thousands of people from across the world at our open education events? Blood, sweat and tears (and streaming video). Creating open education that connects students, faculty, industry experts and the general population is not for the faint of heart, but is unlike any other learning experience.
Presented at the Online Learning Consortium Accelerate Conference 2016
All in a Twitter: Using Social Media to Propel Your ScienceBryn Robinson
油
Using traditional methods of sharing research results - journals, conference presentations - have done an arguably poor job at true knowledge dissemination, both to other researchers and to those outside the field of study. In this presentation, I shared some tips for, and some examples of, increasing awareness and uptake of research results through social media strategies.
Salesforce Foundation HESUMMIT 2014 7Summits Social Strategies for Successf...7Summits
油
Engage in a discussion about how leading institutions are applying social technologies to attract new students, engage and retain their existing student population, and inspire and re-connect with alumni.
Social Strategies for Successful Student EngagementSalesforce.org
油
Engage in a discussion about how leading institutions are applying social technologies to attract new students, engage and retain their existing student population, and inspire and re-connect with alumni.
The document discusses public engagement with research and provides guidance on how to effectively plan engagement activities. It emphasizes that engagement should be a two-way process with clear goals of mutual benefit. It outlines key questions to consider around the reasons for engagement, intended audiences, engagement methods, partners, and evaluating success. Planning engagement requires defining objectives and intended outcomes, identifying relevant stakeholders, selecting appropriate engagement formats, considering resources and support, and developing ways to capture impact. The overall message is that a systematic approach to engagement planning is important to ensure activities are well-designed and impactful.
The document outlines the steps to establish a sector partnership between employers and training providers to create a career pathway system for an industry. The steps include establishing a partnership with employers to determine priority areas and champions, building a strategy with deliverables and timelines by exploring existing programs and identifying target populations, and implementing programs established by partners while providing ongoing support and reviewing effectiveness. The goal is for the partnership to create an industry-approved training pathway system to help participants graduate with credentials for open positions in the industry.
Devashish Prakash successfully completed a campus relations project for OysterConnect.com. The project involved getting 25 students from his college or other local colleges to apply for projects on OysterConnect.com using his unique referral link. He was also tasked with sharing student contact information, promoting OysterConnect.com's social media pages and projects, and putting up posters on campus. His mentor Kajal Saxena gave him positive ratings for skills like initiative, meeting deadlines, problem solving, and communication.
The document provides guidance for student chapters on selecting and carrying out international poverty reduction projects through Nourish partnerships. It outlines the project selection process, important criteria for evaluating potential projects, guidelines for planning projects, responsibilities of the international projects committee, and tips for effective project implementation. Key aspects include finding projects that address real needs, have clear goals and roles for students, and potential for community ownership and sustainability.
Professional stakeholder communications 2013 11-12 at Project Days HelsinkiKia Haring
油
This document discusses the importance of stakeholder communications in customer project delivery. It recommends selecting a pilot project called "MORNING" to test a new communication model. The objectives are to support the project with professional communications and gain experience to implement the model company-wide. Concrete deliverables include a communications plan, kit, FAQs, and processes for events, media, milestones, and crises. Benefits include clear roles and responsibilities, improved efficiency, transparency, minimized risks, and increased customer satisfaction and future sales. Feedback on the pilot was positive, praising the professional work and impact on engagement.
This document contains information for the role of an Innovation Projects Co-ordinator. It outlines the key responsibilities of the role, including providing administrative support, facilitating project delivery and workshops, and adhering to policies. It also lists the qualifications being sought, such as knowledge of project methodologies, strong communication and coordination skills, and an understanding of the local growth strategy. The document then provides details of the candidate's relevant experience in administrative and project coordination roles at various universities and companies, highlighting achievements like successfully obtaining funding and generating new business. It concludes by describing the candidate's personal attributes that would be an asset for the role, such as being extremely organized, committed, and passionate.
Knowledge Management in the Global Environment Facility: The GEF IW:LEARN Exp...Iwl Pcu
油
The document discusses the International Waters Learning Exchange and Resource Network (IW:LEARN), which was created by the Global Environment Facility (GEF) to address the underutilization of knowledge and experience from GEF projects. IW:LEARN facilitates portfolio-wide learning through biennial conferences, targeted workshops, project exchanges, and an online repository. Its goals are to establish a GEF identity for international waters projects, move projects from isolated implementation to partnership, and create a global network of practitioners sharing learning.
The document outlines the agenda for a meeting discussing various JISC projects and programs. It includes:
1) Discussing IPR and JISC projects from 10:00-10:45
2) Planning and producing videocasts from 10:45-11:30
3) Evaluating the Innovation Programme and realizing benefits from 12:00-12:30
The use of Open Badges to recognise non-formal and informal learningIldiko Mazar
油
Soft skills such as communication, teamwork, creativity and entrepreneurship are more and more in demand on todays labour market and they may prove to be the decisive factor between two candidates with equivalent qualifications and experience. But how can we measure, improve and publicly display these skills in CVs or e-Portfolios? The ERASMUS+ funded eLene4work (http://elene4work.eu) and Open Badge Network (www.openbadgenetwork.com) projects are doing a crucial job to answer these questions.
An open badge is not simply an online representation of a skill somebody possesses, but also a means that allows its earner to verify their skills, interests and achievements. The aim of this workshop was to highlight how tailor made open badges can serve to promote the acquisition and demonstration soft skills demanded by the 21st century labour market.
After a short presentation, participants were involved in an engaging group activity and were able to experiment with creating their own open badges, using OBN partner, DigitalMe's open badge design canvas (http://www.digitalme.co.uk/assets/pdf/digitalme-badge-design-canvas.pdf).
This practical workshop was a preliminary teaser of a more comprehensive MOOC (http://www.openbadgenetwork.com/outputs/open-badges-network/) being developed by the Open Badge Network project.
This document outlines plans for capacity building among experts in the ESA regional network. It discusses conducting a knowledge management needs assessment targeting stakeholders to identify skills gaps and awareness needs. It will develop an implementation plan and strategy for capacity building. It also describes developing documentation tools and methods to facilitate knowledge application and sharing of lessons learned, best practices, and project experiences through publications, workshops and websites. Monitoring and evaluation of impact will be integrated within existing M&E systems.
The document summarizes Audencia Nantes' partnerships with local governments to promote responsible business practices. Audencia was the first French institution to sign the UN Global Compact in 2004 and partner with WWF-France in 2010. It integrates global responsibility into teaching, research, and operations. Examples of partnerships include developing Saint Herblain's responsible business charter, contributing to Nantes Metropole's responsible business resource center, and helping define criteria for public loans and purchasing from responsible companies. Through these partnerships, students gain experience evaluating companies and contributing research. The partnerships also benefit communities by supporting local sustainable development.
The Social Media Manager is responsible for developing and executing a clearly defined social media strategy to support marketing initiatives and increase brand awareness. Key responsibilities include analyzing social media strategies, identifying trends, planning programs, measuring effectiveness, and collaborating with stakeholders. The ideal candidate has a business or computer science degree, excellent communication and research skills, and experience in social media, advertising, and online marketing.
Prototype Organization Chart | Innovation Platform Research University: 1Ed Morrison
油
In the future, organizational charts will be different. We are exploring circular organization charts that allow for flexibility around a tight core of hierarchically organized, stable functions.
The Collaborative Network Programme supports groups of companies to maximize collaborative opportunities and develop new products and services through a two-phase programme. Phase 1 provides funding of 50% up to 贈25k for a scoping study over 3-6 months. Phase 2 provides funding of 50% up to 贈250k for full-time facilitation over 2-5 years. The programme aims to leverage expertise, share knowledge, and build capacity among a minimum of four Northern Irish companies. Benefits include improved skills, access to new markets, and innovative practices.
Imperatives of organizing campus hackathonsHirePro
油
Organising campus hackathons involves a few important stages, right from identifying the right mode of engagement to collecting feedback from participants.
This document discusses outreach services for a new generation of learners at a university library. It emphasizes student and university engagement through various channels of communication for millennial students. It observes trends in user behavior and reference services. The library aims to support the university's strategic plan through academic excellence, educational opportunity, social responsibility, and personal growth. Examples are given of outreach activities like social networking, learning spaces, and community partnerships. New faculty positions are created for assessment, virtual services, student outreach, and marketing/outreach.
This document discusses library outreach programs and their management and assessment. It defines outreach as activities that engage communities outside of the library, such as other campus groups, local schools, and community organizations. The document outlines best practices for outreach including having a dedicated outreach position, developing partnerships, and conducting needs assessments and evaluations to improve programming. It provides examples of outreach activities at California State University Northridge including an Advanced Placement program for local high school students.
Connect, Share, And Collaborate: NYUs Open Education SeriesMarlene Leekang
油
How do we connect thousands of people from across the world at our open education events? Blood, sweat and tears (and streaming video). Creating open education that connects students, faculty, industry experts and the general population is not for the faint of heart, but is unlike any other learning experience.
Presented at the Online Learning Consortium Accelerate Conference 2016
All in a Twitter: Using Social Media to Propel Your ScienceBryn Robinson
油
Using traditional methods of sharing research results - journals, conference presentations - have done an arguably poor job at true knowledge dissemination, both to other researchers and to those outside the field of study. In this presentation, I shared some tips for, and some examples of, increasing awareness and uptake of research results through social media strategies.
Salesforce Foundation HESUMMIT 2014 7Summits Social Strategies for Successf...7Summits
油
Engage in a discussion about how leading institutions are applying social technologies to attract new students, engage and retain their existing student population, and inspire and re-connect with alumni.
Social Strategies for Successful Student EngagementSalesforce.org
油
Engage in a discussion about how leading institutions are applying social technologies to attract new students, engage and retain their existing student population, and inspire and re-connect with alumni.
The document discusses public engagement with research and provides guidance on how to effectively plan engagement activities. It emphasizes that engagement should be a two-way process with clear goals of mutual benefit. It outlines key questions to consider around the reasons for engagement, intended audiences, engagement methods, partners, and evaluating success. Planning engagement requires defining objectives and intended outcomes, identifying relevant stakeholders, selecting appropriate engagement formats, considering resources and support, and developing ways to capture impact. The overall message is that a systematic approach to engagement planning is important to ensure activities are well-designed and impactful.
The document discusses public engagement with research and provides guidance on how to effectively engage with external groups. It emphasizes that engagement is a two-way process that should generate mutual benefit. It outlines key questions to consider when planning an engagement activity, including why engage, who is the target audience, how to conduct the engagement, and how to define and measure success. The goal is to take a stepwise approach to engagement in order to ensure it is a powerful and worthwhile experience for both researchers and participants.
Outreach and Access analyzed inquiries from January 1 to April 30, 2015. They received 56 inquiries from partners at events, with the top partners being Constellation Energy Group and International Brotherhood of Electrical Workers. Facebook ads generated 40 leads with a total spend of $5,446.17 and an average cost per lead of $136.15. LinkedIn ads resulted in 5 leads with a total spend of $3,819.26 and an average cost per lead of $763.85.
How to use Kudos to advertise your work.
Accelerating Research Impact
Join a global community of researchers using Kudos to communicate work more effectively and accelerate its positive impact in the world.
This document outlines the goals, timeline, strategies and execution of an IS&T campaign to educate and engage students at the start of the fall semester. The campaign aims to make students aware of IT resources and help them stay compliant. Key dates include orientation events in late August through early September. Content, online and in-person engagement, and partnerships will be leveraged. Success will be measured by metrics like website traffic and support interactions. Roles and a coordination strategy still need to be finalized ahead of the June 7th guide deadline.
The document provides an overview of key steps to build a content strategy roadmap, including discovery, content audits and assessments, comparative content analysis, and creating empathy-based audience personas. It discusses conducting a content inventory, auditing existing content, performing comparative analyses of competitors' content, and developing audience personas to gain a deeper understanding of target audiences. The overall goal is to understand the current content landscape and audiences in order to inform the development of effective content strategies and roadmaps.
Plan for Success: An Intro to Open and Sustainable Community Engagement Laurenellen McCann
油
A hands-on introduction to planning for successful, meaningful community engagement in government open data initiatives, designed and facilitated by Laurenellen McCann (Director of New America DC) at the 2016 What Works Cities Summit. This workshop walks through the basics of human behavior to demonstrate how to develop outreach plans that "meet people where they are" and support the creation of long-term, authentic, *non-extractive* connections between people. Although this presentation caters to open data, this "build with" approach can be a used for a variety of governmental and non-governmental initiatives.
If you're interested in learning more or having Laurenellen teach your team, contact them here http://laurenellen.com/contact
Building Your Own Content Strategy RoadmapCarrie Hane
油
Your website is filled with contentbut does it have a purpose? Does it help your association meet its strategic goals, increase member value, or help members grow in their own professions? Once you have a content strategy, youll be able to understand and articulate why content should exist. Youll be able to use this to assess the content you already have, and make sure your staff and members create smart, actionable content in the future. Further, you will understand how to leverage todays and tomorrows technologies, so your associations content can be found and used anywhere, on any device. Join top association content strategists to learn how to put together a content strategy that works for your organization. Learn how you can incorporate content strategy tactics and processes into what you do now.
Scientific Outreach and Grantsmanship Parts 1-3David Tng
油
Scientific outreach and grant writing are skills that will be essential throughout the career of is a researcher. This course is designed to provide tips for scientific outreach to, and more importantly, beyond the scientific community, and also to introduce the subject of grant writing for various formats of grant applications. This powerpoint presentation contains Part 1-3 of the course that was first delivered as an optional discipline module at the Institute of Biology, Federal University of Bahia.
The document provides guidance on planning and promoting free classes, webinars, and events to increase awareness of services. It discusses selecting topics that interest the target audience, choosing locations, determining whether events will be free or have a fee, identifying potential partners, defining success metrics, and developing a promotional plan using various online and offline channels. Tips are also provided on preparing, following through with, and evaluating events.
The summary provides an overview of a digital recruitment strategy for a Master of Public Health program at a university. The goals are to raise awareness of the program and increase enrollment by 35% over the previous year. Key tactics include optimizing the program website for search engines, running social media and paid search ads targeting millennials interested in public health careers, and analyzing metrics like website visits and social media engagement to measure the strategy's effectiveness. The proposed timeline is January to April with an estimated budget of $85,000 to pilot various digital tactics.
This document provides recommendations for improving an outreach strategy targeting healthcare advertising agencies. It begins by outlining the overall outreach landscape and best practices for sequencing different types of outreach. It then provides suggestions for print materials, including recommendations for the letter, dashboard, and additions. Prospective targets within healthcare agencies are identified based on their roles and motivations. Additional outreach suggestions include partnering with influencers and partners in the healthcare space and developing content marketing. The next steps proposed are to further understand agency capabilities and identify opportunities, run an influencer and partner campaign, and develop a lead generation program through content marketing.
Additional Notes for "All in a Twitter" PresentationBryn Robinson
油
These are the notes that accompanied the slide deck on using social media to share your science. If you have any questions, please get in touch - @brynphd.
Additional Notes for "All in a Twitter" PresentationBryn Robinson
油
Ad
Outreach for Small Research Institutes
1. Goals & purpose for outreachTo attract and train the best and most diverse studentsTo enhance and expand our multidisciplinary research projectsTo translate our IP into technology that will serve humanity
2. Target Audiences Missed OpportunitiesEducatorsPatientsDonorsSmall companiesCollaboratorsFacultyInternal Media
4. Measure of success? Staff: 2 8; Funding: 1 grant ($3M) 43 ($58M); Students: 5 IGERT 38 in various programs; Postdocs: 0 8; Corporate Partners: 1 8; Faculty: 8 (executive committee) 220+
5. Conclusions/RecommendationsSet a few, focused objectives: What do you want to accomplish?Leverage available resources. - Externally, assign staff members to promote your agenda within their job descriptions (eg. Who is keeping your agenda on the media radar?) - Internally, what do you do well?Get buy-in from all participants associated with your group so that they become outreach vehicles for you.If somethings not working, stop doing it.