I recently facilitated a day long meeting with a group of 7 different community media centers in California. Our objective was to develop grants and programs as a group to strengthen our individual community media centers and support the movement as a whole.

To modify the steps of the game to help tell the story, here’s how Ericha used the Community-Driven Social Impact game with her network of Community Media Center participants.

Who was the community that you were working with?

I am part of the Digital Arts Service Corps, which is an initiative of the Transmission Project that pairs tech-savvy AmeriCorps Vistas with organizations dedicated to supporting community media and technology. My project this year is to create a collaborative among seven different community media centers (CMCs) in the greater bay area. The purpose of the collaborative is to share best practices and resources to create greater sustainability and more impact within our individual organizations and the CMC movement as a whole.

The community I am working with is comprised of the seven CMCs in the collaborative: Community Media Access Partnership (based in Gilroy, CA), Davis Media Access (Davis, CA), Access Humboldt (Eureka, CA), Access Monterey Peninsula (Monterey, CA), Community Media Center of Marin (San Rafael, CA), SF Commons (San Francisco, CA), and Community Television of Santa Cruz County (Santa Cruz, CA).

What were your goals for engaging with them?

During our first meeting as a collaborative, we identified four priority areas to focus on throughout the year. They are: productions, youth media/education, fundraising, and technology. I design and facilitate a day long, in person meeting every other month dedicated to one of these topics. We had our fundraising meeting on March 25. The goal of the day was to develop a collaborative grant proposal for a project that would be pertinent and beneficial to each CMC. This was a challenging undertaking considering the diverse populations served by centers in the collaborative. I used the CDSI game to get everyone thinking about the communities they work with, hear about other communities, and generate ideas about how we could work together to meet their needs.

How did you modify the game to match your community and goals?

I allowed everyone two minutes to write down their responses, then about seven minutes to share with the rest of their group after each question. After the final question was discussed, I brought everyone back together and collected some of the program ideas each generated by each small group. This ended up being a great way to jump start the brainstorming process. Ultimately, we were able to concentrate the broader ideas into three focused projects and chose one we wanted to move forward with.

What did you learn and what would you do differently next time?

I really appreciated the structured and in depth discussion this activity created. One thing I would do differently next time have better examples of the types of responses I was looking for with the first two questions. While there is value in having such open ended questions, some people needed a little more clarification and guidance to get them started. Overall, The CDSI game was an effective utilization of time that yielded meaningful results.

Share your story!

Have you run the CDSI game in your organization or at a workshop? Share how it went! The Community-Driven Social Impact game, like all of the content and resources on this website, is licensed for reuse and sharing with Creative Commons so you can feel free to put it to use in your organization!

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Photo credit: Michael Wesolowski

Presentation

Let’s start at the beginning: what is “community-driven social impact” anyway? All of the words probably have different meanings to each of us, but as a term, I mean programming, services, media events or campaigns that emerge from the needs, actions and involvement of the community. CDSI is not something that you thought up inside your organization, even if you thought it up with your community in mind or at heart. It means honestly that the ideas, shape and even strategy came from the community and you as the organization are the ones to support it or nurture it.

But, like many strategies or best practices, it still isn’t right for every organization. First, CDSI requires the right culture; unless your organization, board and staff are going to honor and support an idea that emerges from the community, there isn’t any point in trying to use CDSI strategies. Instead, the community will feel cheated or lied to.  It also requires capacity/staff to make connections and support the community. If there isn’t any capacity to “hear” the ideas, especially since they aren’t usually given directly, then even a well-intentioned organization won’t have what it needs to make the programs or events the community wants. Often times the community’s ideas or needs are shared in ways that require translation, of sorts—someone that can bridge the community and organization, listening to the conversations and identifying the opportunities for the organization.

What’s the foundation of CDSI? You can see CDSI in many things, and most clearly in grassroots organizing or any non-organization led action. The needs and goals of the larger community are listened to by someone or a group of people and they create opportunities for action, service, and change.  But, that doesn’t mean there isn’t real opportunity for organizations to act that part. Especially with the increased use of social media tools to help community building activity around causes or specific organizations.

So, what is that opportunity? Think of it like this:  In “Community-driven Social Impact,” the driving is up to the community; but you can act as the vehicle and event the map for those “drivers.”  Using CDSI strategies and leveraging social media, you can harness the power of the network towards your mission.

Strategy

What are those strategies? Well, you’ll find that much of the work that involves your community, whether it’s building up the community, working on engagement, listening, evaluation, or anything else, involves strategy that goes in a circle. Not exactly as simply as the goldfish, but one that after a few steps feeds back to the beginning. From listening, to creating to evaluating and then back to the listening again so that you can modify and then evaluate, and so on.

The first step: Who’s your community? What are they like: what are the demographics, the data, the stories? Where are they: which platforms or tools do they use and when do they use them? What kind of action and interaction already happens, and what actions or interaction are they looking to find? Whether it seems important in the moment or not, it’s really valuable to make a list or chart or picture, whatever you want, of all the information you have about your community. The more you list and share, the more you’ll start to see patterns or clear paths emerge.

The next step is finding the sweet spot. To do that, you first identify what your community wants to do – what it is coming together around, whether it’s an event, an action, or a movement.  Next, identify what you want to do, what your organizational goals are.  Those two “wants to do” will overlap and that gray area is the sweet spot. It’s important to remember that not everything your organization wants to do or achieve, matches up with with your community wants to do, and vice versa. The key is that that’s okay!  Maybe you provide services, and your community doesn’t want to be providing those services, but they are happy you are doing so. And maybe the community wants to endorse a specific candidate, and your organization doesn’t. But both the community and your organization want to see certain laws passed, things improved, programs created or groups supported.  That’s the sweet spot where you can count on focusing CDSI energy.

After you know who your community is and what they want to do, you probably already identified which tools they’re using. You can compare the tools they are using with the goals in the sweet spot to see if any will help reach those goals or if there are more appropriate tools to start using.  Don’t ever go for a new, shiny, cool social media platform or tool simply because you’ve heard others talking about. Know where your community is and what tools they want to use, and use those. At least if you plan on interacting with them!

Lastly, you’ll want to identify what roles are needed.  Just like throwing a party you need to have someone making food, someone pouring drinks and someone else showing people where the bathroom is.  Just because your network is excited for the party and wants to come, it does not mean that the party can just happen. Someone has to host, someone has to clean up. If your organization has the capacity to do that, there’s a great chance a good party can happen – especially if you’re willing to leave the punch and party games to the community and the natural leaders that emerge, allowing for ownership of the party’s outcome to be shared with the guests, and not just your organization.

Best Practice

That’s a pretty simple four steps for being strategic in CDSI. But what are some best practices? This is an excerpt from a blog post I wrote quite a while ago that compares the roles of gardeners and landscapers in the context of community building. The idea is that as an over all best practice, you want to strive to operate in a way that supports the natural directions of the community, without trying to shape that growth. Here are 3 ways you can operate as a gardener: no short cuts, know your community, and strive to be replaced.

The Gardener creates an ecosystem open to change, available to new groups, and full of fresh opportunities to emerge naturally.  The approach is focused on organic collaboration and growth for the entire community.  The gardener is simply there to help, cultivate, and clear the weeds if/when they poke up.

No Short Cuts

Not taking short cuts means to lead by example:  interact with the community the way you want other organizations and the community members to do.  It’s like the golden rule for community engagement.  I like this picture for this point because often mother ducks will bring up the rear, supporting the ducklings and swimming along side them, instead of shooting ahead and expecting them to keep up.

Another way to not take short cutes is to operate in public.  This means don’t build it in secret and then “launch” it  – regardless of whether it’s an online space, a program or a campaign. If it is really something that is coming from the community, you can’t just take the idea and run; you’ll want to co-create it from idea to implementation.

Lastly, not taking short cutes means asking for feedback and participation from the start. As I said earlier, often the ideas you have come from conversations or learning about the community and not from a specific recommendation (though you may get some of those, too!). So, you’ll want to share what you’re learning and thinking in  real time back to the community so you can find out if you’re right on, or way off the path.

Know Your Community

Knowing your community. Part of doing this well is letting your community know itself. That means don’t take credit where it isn’t yours, highlight the leaders and contributors in the community, and making connections across the network.

Knowing your community also means knowing your role in the ecosystem. It’s important, as I mentioned earlier in the strategy steps, to identify what your role or roles are as the organization and stick to them. Once you start spreading out, you squeeze out room for others to grow and develop or even to explore what’s possible.

Knowing your community also means you help it grow. Sometimes that means making mistakes. Hopefully they are tiny and harmless, and that you’re there to learn alongside the community.  But, it’s just to say that you are in it just like the community is, and not everything we try in life works smoothly. Instead, design for growth and sustainability from the start with lots of room for feedback, evaluation and iterations to continue developing and redeveloping.

Strive to Be Replaced

Striving to be replaced can be a tough one for most everyone. It isn’t exactly in our nature but it is key to the ethos of a community builder. One way to work on supporting your community to not need you managing the program, platform, or whatever else is to encourage interaction without you. This touches back on letting the community know itself. If you’re making connections and supporting conversations across the network, you’re helping the community create strong ties that will not require your time and energy to maintain.

Striving to be replaced also means rewarding and spotlighting leaders. Positive reinforcement is one of the best leadership development practices you can build into your work across the board, whether it’s online or offline, on your facebook page, newsletter, annual fundraiser or neighborhood events.

Lastly, the only way you can really operate in a way that prepares your community to take over for you is to share your toolbox. This is a lot like operating in public but that you are sharing the tools you use and the strategies you use. You can model behavior all you want but if no one can tell what tools you are using to be so successful, there’s no way they can jump in and help man the ship.

Case Studies

Events: NetSquared Camps

Community Driven Social Impact strategies for events – let’s look at the NetSquared Camps pilot. NetSquared had for a few years held a global conference in donated space in Silicon Valley and invited members of the community from around the world to come together offline to learn and share and build.  It was great; the community loved it. Well, they loved the chance to get together offline and build things together, learn from each other and so on. They didn’t love when the government wouldn’t give them a visa to visit the states, or when the costs for international travel around the whole world were too expensive. So, we started listening and asking questions to learn more about what they really liked and what they didn’t need from the old model. And in collaboration with our NetSquared Local organizers, we created and launched the Camps pilot which allows Local organizers to opt-in, receive support and a bit of funding, and get all of our resources and branding to hold regional events that create the same opportunities for convening and collaborating as the global conference did, but without the high costs for travel and logistics.

Campaigns: 350.org

350.Org is a terrific example of a CDSI campaign. When it emerged from the community, it wasn’t an organization at all but a group of people uniting under the call for 350PPM actions and legislation. Using 350 they rallied supporters around the world and it eventually became clear that longer-term “organizational” management could mean more integrated and impacting work from the community.

Media: Connectipedia.org

An example of CDSI media is connectipedia. This resource for funders, organizations and government agencies in the Pacific Northwest was created by the Meyer Memorial Trust in response to the need to capture, share, and retain knowledge from program officers and nonprofit staff that retired their experiences and knowledge with them when they retired from work.

Workshop

Now for the Social by Social game! I created this game in collaboration with my Social by Social co-authors, David Wilcox and Andy Gibson. We’ve modified it and created various versions, depending on whether it was to be played within one organization or with a group (like at the NTC), in just 45 minutes or over a longer period, and so on. This is the abbreviated version and I’m happy to work with you if you’d like to explore other iterations of the game that you can use with your organization.

Step 1

Be sure everyone has a playing surface:

We are going to start in the top left of your grid. You’re going to have about 5-10 minutes for this section so don’t feel rushed. Write down anything and everything you can about your community. As people start to finish at your table, start sharing what you wrote with each other as you’ll probably start to think of more things to add!

Step 2

Great! Now, let’s work on finding the sweet spot! Use the upper right corner of your handout to start identifying the goals shared by you and your community. Again, I’ll ask that you share these with each other as you start to finish.

Step 3

This next part is where it gets fun. I’m handing out cards to each table and you’ll need to share around. These are just to get you thinking so if there is a tool you want to use, you’ll see there are blank cards too.  The numbers represent the level of capacity needed to use the tool, and for the use in this game, I’m going to ask that you use 10 or less so that it’s realistic. Again, feel free to discuss at the table both if you have questions about the tools and which ones you’re choosing.

Step 4

The last section of the grid is for roles. I’m passing out another set of cards to help get you thinking about the roles you may need but note there are always options for other ideas.

Now, I hope that going through that exercise helps you create a framework for talking about projects and ideas, and reinforces that you can in fact discuss social media and technology tools in a strategic way – so long as you put the community and your goals first! We (those in our organizations passionate about technology) also, often, don’t have a way into conversations with people in other departments or with organizational leadership; this process can help you ensure that you can start those conversations by putting the goals and community that everyone in the organization is working towards and with at the forefront of your appeal.

Thanks again to everyone who participated at the NTC! If you’d like to use the game, just let me know and I can help you adapt it for your group!

Location: Washington DC

Topic: Community-Driven Social Impact

Description: This session will focus on strategies and tactics to amplify the impact of mission-based programs through community-driven efforts. We’ll address emerging best practices and discuss the associated opportunities and challenges of community-driven strategies. Participants will walk away with a set of guiding principles and tactics to develop media, events and activities that encourage connections and local leadership among your stakeholders to increase your organizational reach and impact. This session will include a presentation, discussion and small group scenarios. Session Takeaways: 1)Trends and best practices for community building 2)Tactics and strategies for community-driven work 3)Workshop your own strategic plan for community-driven programming, events or content

Related Links:

• Conference registration
• Session page
• Blog post with slides and notes

The picture here is a screen shot of a friend’s tweet and, whether I agree or not with her specific statement, I think it perfectly captures the frustration our communities feel when we, as organizations, don’t recognize our impact on creating and sustaining slacktivism instead of changing our world. More on that below…

Activism and Information

When talking about slacktivism, I think we need to start by talking about information. Regardless of the era (this isn’t a new phenomena), the emphasis and effort focused on spreading information and raising awareness has always resulted in people doing what organizations ask, even if it’s considered slacktivism. Previously, learning, spreading information, and raising awareness were very passive actions. But, with the raise of social media, we can further confuse the information stage of campaigning or change efforts with the action action.

What’s is so different today?

• citizen journalism vs institutions
• real time vs publishing
• a global-community view vs contacts only geographically close to us

Social media is a tool. It isn’t a tactic or a strategy. Whether you are urging supporters to make change or chronicling the revolution in your state, it is still a tool. But, because social media allows for engagement and personalization of information, it’s very easy and common for organizations to be satisfied with asking for and measuring the information stage.

Modern Slacktivism

Let’s step back for just a second and look at how our modern slacktivism came into this information = activism dynamic. Just as social media was really taking off, people and organizations were caught up in a huge focus on new ways to gain brand recognition. The 90s were filled with advocates calling for nonprofits to recognize that they could be just like companies in messaging, recognition and branding. Visibility and information were the keys.

How many people had a plastic bracelet from one organization or another? (If you’re reading this, did you?)

How many people here worked for an organization that created their own? I did! And we were an organization with a staff of 3 and board of 12…yeah.

Why’d we do it? To get into people’s lives; to start working up the touch points towards fundraising asks; to be part of how people associated themselves.

We’ve moved now from a plastic bracelet to a fan page. There’s nothing “wrong” with a fan page. But, as organizations or campaigners there IS something wrong if we praise likes and count followers instead of seeing these people as primed for real action and building opportunities for all those fans to actually engage in something meaningful.

Turning Fans into Changemakers

So, how do we really move likes into action?

As organizations, if we want to move our communities away from slacktivism and into real action, we need to recognize the large part we play. For all the negative talk about slacktivism, people are failing to recognize that there is actually a huge response coming from the community. People are taking the actions we are asking them to take – we are the ones giving them slacker-actions! Instead of crafting a compelling message and asking people to “like” it, we should see all of our “fans” as community members who have raised their hand saying “please give me something worthwhile to do!” and give them opportunities to start making real change.

We are so caught up in social media as a concept, a topic, a cause in itself that we forget to move people up the engagement ladder. We forget to connect to people period.

Focus on shared goals

Regardless of what our organization does, we have a certain set of goals. Our community, similarly, has goals. But they aren’t the same. They probably shouldn’t be the same! There are aspects of our work that the community doesn’t really care about or at least doesn’t care to be involved with. And the same is true for all that the community wants – some parts of it we just don’t want to get involved in. For example, maybe our community is rallying behind a specific politician, and we are working towards a piece of legislation. We aren’t going to join with each other on these specific goals – but bettering our state, well that’s the sweet spot. The sweet spot is where our goals overlap. And it’s the place where we can invest our time and our energy knowing that we are all rooting for the same end. Identifying the sweet spot is an integral part of community mapping and engagement planning. Knowing the areas that you and your community both care about can turn your campaigns, your communication and your engagement efforts into successful community-driven work.

Change your metrics

What we are measuring obviously impact what we focus on. (I gave a webinar on DIY Community Engagement Metrics recently if you’d like to check out the slides and templates.) When the only things we are tracking are the number of fans on a facebook page, or the number of email addresses in our database, we set ourselves up to endorse and call for slacktivism. Instead, look at your goals and build metrics that actually track your progress. Yes, the number of fans on facebook still counts, but it is just one column; For example, you could also track the number of community-generated posts to the page wall vs staff posts, the number of comments from the community vs staff, the kinds of content that generates the most response, and the level of engagement (whether it’s just likes, comments, or outside action).

Share leadership

If we aren’t building shared responsibility for the outcomes of our work into our campaigns and our email messages and everything in between then we are setting ourselves up for a lot of work and maybe also a bit of disappointment. Letting community members step up into leadership positions provides an opportunity in itself to move out of the binds of slacktivism and start more valuable engagement.

Let the community lead

As the organization/institution, you can provide the map, the gas, and even the car, but the community needs to be the driver. That will ensure passion and impact can go into steering, knowledge can help guide the way, and if no one wants to drive you have a pretty clear answer to adoption! The minute you step in as the organization to start driving, you take away the opportunity to go somewhere you’re community wants to go, to engage with the community in an important and formative way, and reinforce that the work is yours to design and implement.

Changing Landscape

Two quick examples of how things are changing:

First, the ladder of engagement (refer to the slides if you want to have a visual on the steps here). Let’s take for example the fact that the American Red Cross raised $34 million dollars from the text to donate campaign after the earthquakes last year in Haiti. I want to point out two aspects of the way the engagement ladder doesn’t necessarily work as one step to the next:

• On one side, that’s a lot of people that went from bystanders to donors. But how many of them are being encouraged to continue moving up and how many of them were even bystanders of ARC vs the news of the earthquake?
• On the other, how many people in this room are aware of ARC? You don’t have to respond but consider how many of you may have donated. It isn’t about whether you gave money or not, because I imagine you may have instead retweeted or shared a link or post on facebook.

I think that the engagement ladder needs to change to not show a raising level of engagement but instead operate more as a map, showing where someone may have entered from and where they can go next. They might start out as a creator but still have low engagement (not something that really matches our traditional engagement ladder view) and never get to the donation stage, for example.

Secondly, the 90-9-1 rule.  I’ve been discussing it with colleagues in different topic areas recently and most people I talk to, especially that are community managers, have found there are far more people contributing consistently, and the ratios have changed to be few that are 1-time, many that are never and consistently, and then a new section for those that rise above into more visible or leadership roles.

Slides

Reading

• http://www.fastcompany.com/magazine/145/do-something-helping-humanity-with-a-click-of-the-mouse.html?partner=homepage_newsletter
• http://www.socialcitizens.org/blog/cutting-slacktivists-some-slack
• http://mashable.com/2010/05/13/slacktivists-activists-social-media
• http://www.guardian.co.uk/commentisfree/2010/aug/12/clicktivism-ruining-leftist-activism
• http://csi.gsb.stanford.edu/slacktivism
• http://www.frogloop.com/care2blog/2010/10/25/can-a-revolution-be-tweeted.html
• http://exchange.causes.com/2010/10/firing-back-from-the-frontlines-of-online-activism/
• http://www.newyorker.com/reporting/2010/10/04/101004fa_fact_gladwell

Discussion

• What was the last “slacktivist” action you took; Why did you take it?
• What was communicated to you explicitly or implicitly about the purpose and impact of the actio?
• If you were part of the organization, what would you do to engage people (you!) to take more action now?

1. Twitter fail. It has become a regular occurrence for our monthly #4change chats to find Twitter not even working. This has meant some chats haven’t happened, some have stopped early or operated on a very slow conversation, and others (like last month’s chat) have moved off twitter and onto another platform all together. What this says to me is that the chats aren’t successful because of Twitter, but because of the people engaged.

2. One time. The #4change chats are once a month events that have taken place over the last year.  Each month there’s a new topic. We’ve covered some really interesting areas and engaged with a diverse network. We also have a great core of participants that contribute to every chat (you know who you are, rockstars!). The problem for me is that I’m far more invested and interested in certain topics than others (naturally) and I don’t have an outlet to discuss regularly in the same way. In the last chat, there was a lot of mention and enthusiasm for a monthly chat specifically on community building. And I’m here to say I’ll make it happen – if you’re with me!

Launching Monthly Community Builder Chats

Next Steps:

I can’t do this without you So, I’d love to hear from you about how we can design this together to be most successful, and then we can get started!

Please take just a few minutes to share your responses to the questions below in the comments.

I’m asking that you use the comments (instead of a survey or something) because I want responses to be public (if you want a response to be private for any reason, you can always email me) and provide opportunity for discussion and response.

• Why do you want to participate in a chat about community building, community management, and community driven projects?
• What kind of chat is most valuable to you: presenter w/ q/a, moderated chat but no “presenter,” open conversation space?
• Is once a month good?
• Where should these conversations take place? (Twitter despite the fails? CoverItLive? Other platforms?)
• Anything else you want to add!

I’m really looking forward to your responses and hoping that we can launch the first monthly chat in August! Thanks for all your contributions and ideas in advance

Location: Leicester, UK

Topic: Community-Driven Social Impact

Description:  What is required and what does it look like to be a community-driven organization, or create community-driven media, events or campaigns? This session will focus on strategies and case studies to do just that! Participants will learn about best practices and work in small groups to put learning into practice.

Related Links:

• Amplified Leicester
• Slides
• Blog post with slides and notes

Amplified Leicester is managed by the Institute of Creative Technologies, De Montfort University in partnership with the DMU Centre for Social Action and Phoenix Square Digital Media Centre. The project is commissioned and supported by NESTA, an independent body with a mission to make the UK more innovative.

Amplified Leicester is a city-wide experiment designed to grow the innovation capacity of Leicester by networking key connectors across the city’s disparate and diverse communities in an incentivised participatory project enabled by social media.

Project objectives:
• To develop a transferable model for amplifying a diverse city’s grassroots innovation capacity through connecting diverse communities through key individuals
• To provide practical examples of how collaborative technologies can be exploited in a city context

The group is in an interesting position, preparing to move from the incubated group that it has been thus far to a more open group meeting less often (moving from every other week to once a month) in collaboration with CreativeCoffee. They are also hoping to learn from and document their experiences to share as a model with the larger global community looking to do something similar. Be sure to watch their space for more!

Presentation

There were two key elements that emerged in group discussion that I think are really important to note: A community-driven approach relies on two assumptions.

• That you know your community. You can communicate with, build programs or content together, and operate in collaboration with a community that you don’t know. Who are they, what do they do, where do they do it, what do they like, what do they have in common with you, and what would they be interested in doing together?
• That you and your community trust each other.  Even if you know who your community is, chances are that you won’t get very far trying to work/build/collaborate together if the community doesn’t trust you. And (don’t forget this bit) if you don’t trust the community. This point underlies all of the best practices and organizational culture required for successful community-driven social impact work.

Workshop

I facilitated a modified version of the Social by Social game, created to focus on the 4 strategic points highlighted int he presentation: Who’s the community, where’s the sweet spot, what tools could help, which roles are needed.  Ideally, you’d run this workshop with your team, organization, community group, etc. But, in this case, as participants represented all different groups, I asked them to think about each question from their own perspective and then share with the table some of their ideas to spark conversation.

Get the game pieces here:

• Playing grid
• Technology cards
• Roles cards

You Examples

Are you working on a community-driven project or looking to start one? What questions do you have? What lessons can you share? Or, if you’re underway, tell us about your project!

Presentation:

Resource links:

• https://amysampleward.org/2010/05/07/guest-post-on-online-community-report-sustainable-community-building/
• https://amysampleward.org/2009/08/06/online-community-building-gardening-vs-landscaping/
• http://netsquared.org/camps
• http://350.org
• http://connectipedia.org
• http://socialbysocial.com

Game:

To play the game with your organization, team or community group, use the documents below to share the grid and other pages to print and cut out the playing cards. The Grid is used as follows:

1. Who is your community? Share everything you can think of!
2. What’s the sweet spot? This is the intersection or overlap of the community’s goals and your organization’s goals. What are you going to work on together?
3. What tools could help? This is where you’ll use the tool cards. Use 10 as the limit when you add up the numbers on the cards – those correspond to the equivalent capacity needed to support the use of the tool.
4. What roles are needed? This is where you’ll use the role cards. Remember that these are only some of the roles that may be appropriate for your project.

Location: New York, NY, USA

Topic: Community-Driven Social Impact (Session 1471)

Description:  This session focuses on strategies and case studies for creating successful community-driven media, events and campaigns. Participants will learn about best practices and work in small groups to put learning into practice.

Related Links:

• NCVS
• Notes, slides and game materials