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Responsibilities Expand as Nonprofits Take on Social Media

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Recently, I conducted a brief survey using Survey Monkey to assess how social media has changed the structure and function of communications and marketing departments at nonprofit organizations. What I learned was that these departments increasingly have absorbed the role of social media marketers. They have accomplished this task without adding staff, getting training, or developing expertise. Typically, an existing staff member was tasked with these new responsibilities, having little additional knowledge other than active use of personal social media accounts.

I chose nonprofit organizations, in particular, for several reasons: the Washington, D.C. Metro region—where I work—has among the highest concentration nonprofits and associations in the country. These organizations are, in fact, one of the largest employers in the area. (Well behind the federal government and defense contractors, of course.) In addition, I am currently working on a related project for a nonprofit organization. Finally, and perhaps most compellingly, nonprofits are actually among the most intensive users of social media as a marketing tool. Who knew?

A total of 51 individuals working at a nonprofit organization responded; 47 completed the full survey. Most organizations fell into one of two categories: membership-type organizations with either an individual membership (65%) or organizational memberships (50%). More than 90% of respondents focused on issues related to education, healthcare, or policy. The average staff size was 46 full-time individuals.

A full 72% of respondents indicated that their organization had a dedicated communications department, which was either strictly “communications” or a combination of communications, marketing, and/or membership. These communications staff ranged from 1 to 20 fulltime staff, with an average of 5 fulltime staff across all respondents. The most common titles in the department were “communications director” or “vp” (>70%) and “communications manager” (35%).  Almost 30% had a social media manager and/or website manager. Other common titles found in the communications department included an editor (28%); public relations staff (28%); and graphic designer (23%). Approximately 20% also included a marketing director or marketing manager.

Two respondents indicated that all of these roles were held by one person!

The heads of the communications department (typically the director or VP), reported directly to the CEO or executive director of the organization. In some organizations Advocacy Communications and Membership Communications were separate departments answering to those respective directors or VPs.

Although answers to “How has the staffing and structure of the department and its role within the organization changed as a result of social media?” varied greatly, a trend was clear: Existing communications staff typically absorbed most of this new responsibility. Often, an existing position—such as communications manager—was tweaked to focus on social media approximately 50% of the time. Representative responses: “[S]ocial media has become one of six core functions for the department” and “Social media now occupies a large role and takes more time than ever. It’s seen as necessary though and has become part of the job.”

Approximately 25% of respondents indicated that staff had been added to the department to accommodate this increasing role in social media, although infrequently was the position dedicated solely to social media. In fact, a few respondents indicated that a small, dedicated communications staff was added in organizations that previously had not had any staff, in direct response to a need to reach out through social media.

Social media is not, however, always handled by the communications department. In at least two cases, this role is dedicated and resides in the IT department. One respondent said, “Social media is handled by membership and marketing department. Communications did not see it as a priority.”

If respondents could make one change to their departments, the answer was almost unanimously: “Add more staff”! One respondent captured this perfectly: “It’s impossible to serve the membership and wider community without greatly expanding capacity. Everyone’s doing two jobs.” Other common responses to this question included a need for better defined strategic direction in communications and goals; increasing the skill level of existing staff; and a communications audit.

The bottom line likely is familiar to anyone working in a communications capacity: Increasingly, we need to do more with less. Fewer staff, reduced resources, and less money.

Elizabeth Striano
Science writer and editor
www.agreenfootprint.com

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Author: Elizabeth Striano

Elizabeth Striano is a science writer and editor and owner of A Green Footprint LLC, which provides communications and sustainabiilty consulting services to environmental consulting firms, nonprofits, and a variety of businesses and organizations.

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