Social Media Audit Brief
Transcript of Social Media Audit Brief
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SocialMediaAuditBriefA
Guide
To
Understanding
&
Implementation
NPowerNorthwest|www.npowernw.org11/18/2010
Thisdocumentisintendedtoprovideadescriptionofwhatasocialmediaauditis,howitcanbenefit
yournonprofitorganizationandthetoolsyoucanusetocompleteanaudit. Itisintendedtobevaluable
asastandalonetoolthatyoucanusetocompletethistaskonyourownorwiththehelpofexternal
consultation.
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Nonprofitorganizationsshouldcontinuouslybelookingforwaystobemorestrategicintheirsocial
mediaefforts.SocialMediaactivitiesshouldadduptomorethanaseriesofcompletedtasksandsimply
doing.Beingstrategicrequiresnonprofitsbemoredeliberate,innovative,savvy,andlessreactivein
theircommunicationspractices.Nonprofitsareencouragedtoregardsocialmediaasacomponent,not
separatefrom,overallcommunications. Ifthegoalistobuildsustainable,efficientandeffectivesocial
mediaefforts,itisessentialthatitbeintegratethroughouttheorganizationsprocessesandsystems.
Whilealotoffocusis,andrightlyso,putonthedevelopmentofstrategiesandinitiativesthesealonedo
notaddressthelargerquestionofsustainability.
Willtheorganizationsactuallyfollowthroughonthestrategiesandwhatrealisticallyistheircapacitytodoso?
Whataretherealitiesofcompetingneedsandlimitedresourcesandhowdoesthisaffectthecapacityquestion?
Whatarerealisticexpectationsforwhatwecanhopetoaccomplishgiventhecurrentrealities? Ifwewishtomakechangestooursystemshowdoweknowwheretostartandhowcanwe
trackprogress?
Nonprofitsneed
tools
to
better
understand
their
current
social
media
communications
performance
and
capacity,andtogainanimprovedsenseofwhatispossibleintermsofdevelopingefforts.ASocial
Mediacommunicationauditisonetoolthatcanhelptomeetthisneed.
SocialmediaCommunicationsAuditsDefinedAsocialmediacommunicationsauditisasystematicassessment,eitherformalorinformal,ofan
organizationscapacityfor,orperformanceof,essentialcommunicationspractices.Itdetermineswhat
isworkingwell,whatisnot,andwhatmightworkbetterifadjustmentsaremade.
Definedinthisway,asocialmediacommunicationsaudithasbothevaluativeandformativevalue.Itis
evaluativeinthatitprovidesasnapshotofwhereanorganizationcurrentlystandsintermsofitssocial
mediacapacity
or
performance.
It
is
formative
in
that
it
also
points
to
areas
in
which
the
organization
canstrengthenitsperformance.
Whilesocialmediaauditsarearelativelynewpractice,communicationsauditsareacommonpractice
andhavebeenutilizedforanumberofyears. Theyaremorecommonamongforprofitsthan
nonprofits,andnotfamiliartomostnoncommunicationsprofessionals.Auditsaremostoften
performedbyexternalcommunicationsorevaluationexperts,butcanalsobeperformedinternally.The
intentionistoadaptanalreadytriedandtestedtooltothisnewareaofcommunicationstoincreasethe
waysorganizationscanbecomemorestrategicintheirefforts.
Thisdocumenthasbeendevelopedasaresourcefornonprofitorganizationsthatwanttobetter
understandsocial
media
audits
and
the
main
steps
involved.
It
can
be
used
by
nonprofits
that
either
wanttoselfassessandperformtheirownaudit,ormightbelookingtohireanexternalconsultant.Thisdocumentoutlinesfivebasicstepsinasocialmediacommunicationsaudit.Theauditcanbeapplied
toanorganizationoverall,ortoaspecificprojectorcampaignwithintheorganization.Therearemany
approachesyoucantaketoperforminganaudit;thisdocumentprovidesguidanceforoneofthe
possibilities.
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StepOne:KnowCriticalSocialmediaCommunicationsPracticesKnowingthespecificpracticesassociatedwithsocialmediacommunicationsisthefirststeptoassessing
anorganizationsperformanceandcapacitywithrespecttothosepractices.Thesearepracticesthat
everynonprofittryingtoimplementsocialmediacommunicationsshouldbeperformingatsomelevel,
whetherbyasingleindividualorbymanystaffmembersthroughouttheorganization.
Thetableonthenextpageidentifiessixteenessentialsocialmediacommunicationspractices.Theyare
groupedintothreecategories:1)strategy,2)implementation,and3)supportandalignment.
StrategyIncludesthecoretasksofcommunicationsplanningandstrategydevelopment.
ImplementationIncludespracticesmostcommontoanorganizationwithanactivecommunicationsfunction.
IntegrationIncludesthecoreelementsofintegratingsocialmediacommunicationswithother
communicationchannels.
SupportIncludes
non
communications
specific
practices
within
the
organization
that
helps
to
ensure
thecommunicationsfunctionissuccessful.
Thetablealsooffersqualitystandardsorcriteriaforeachpractice.Theydescribeinbriefwhatthe
practicesshouldlooklike. Thislist,justonitsown,hassubstantialvalueintheauditprocess.Itcanbe
usedasachecklisttohelpdetermineifanorganizationisactuallyperformingeachsocialmedia
communicationspractice.Butmoreimportantly,theauditprocesscanrevealifqualitycriteriaarebeing
met,andifnotwhereimprovementscanbemadeinhowthepracticeisperformed.
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EssentialSocialMediaPracticesSocialMediaPractices QualityCriteria/Standards
Strategy
Identifiedthevision
Thecommunicationvisionisinlinewith,butdistinctly
different,formthemissionoftheorganization
IdentifiedgoalsandoutcomesSMART
goals
and
outcomes
have
been
(Specific,
Measurable,Achievable,RealisticandTimely)
Selecttargetaudience
Specificaudiencegroupsareidentifiedandmay
includekeystakeholdersandinfluencers
Platformselection
Specificplatformshavebeenidentifiedandselected
basedontheirabilitytosupport yourgoals
Policies&procedures
Policiesandprocedureshavebeenputinplaceto
clarifyprocessanddefineappropriateimplementation
Listeningresearch
Researchisdonetolearnwhatotherorganizationsare
doingandwhattheconversationis
Assetevaluation
Aninventoryofwhatyouhavetoworkwith(staff,
knowledge,etc.)
and
what
value
you
add
Imp
lementation
Toolselection
Platformsareselectedbasedontheirabilitytosupport
yourgoalsandaccessibilitytoyourtargetaudience
Communitydevelopment
Activestepsaretakentounderstandandfosterthe
developmentofyouronlinecommunities
Trainedrepresentatives
Appropriatetrainingisprovidedtothosepeople
responsibleforparticipatingonbehalfofyourorg
Buildvaluablepartnerships
Relationshipshavebeenmadewithinternaland
externalstakeholderswhoalignwithyourgoals
Monitor&evaluate
Activitiesarecontinuouslymonitoredandevaluated
forthepurposesofaccountabilityandimprovement.
Integration
WebsiteStrategic
linkages
and
integration
between
social
mediaeffortsandyourwebsite
Blog
Strategiclinkagesandbetweensocialmediaefforts
andyourblog
EMailmarketing
Strategiclinkagesandintegrationbetweensocial
mediaeffortsandyouremailefforts
OtherSocialMediaPlatforms
Strategiclinkagesandintegrationbetweenallsocial
mediaplatforms
Printmaterials
Strategiccrosspromotionofsocialmediaeffortsis
takingplaceinprintedmaterials
Offline
Strategiccrosspromotionofsocialmediaeffortsis
takingplace
in
offline
activities
Support
Supportattheleadershiplevel
Managementunderstandsandsupportsocialmediaas
partoftheoverallcommunicationstrategyoftheorg
Allocatesufficientresources
Financialandhumanresourcesarededicatedto
supportingthesocialmediaefforts
Involvestaffatalllevels
SocialMediaisnotseenasanisolatedfunction;most
ifnotallstaffmembershavesomeknowledgeand/or
participationincommunicationsefforts.
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StepTwo:IdentifyPossibleLevelsofPracticeToassessanorganizationonthepracticesintheprevioustable,itisimportanttohaveagaugethat
helpstomeasureandillustratewheretheorganizationcurrentlystandsintermsofitsperformance.
Thatgaugeisofferedhereintheformofapracticematurityscale.
Thepractice
maturity
scale
offers
acontinuum
of
possible
performance
levels
for
any
given
practice.
The
figurebelowillustratesthescalesfivelevels.Higherlevelsinthescalerepresenthigherlevelsof
organizationalcommitmentto,integrationof,andperformanceonthepractice.Eachpracticemaybe
classifiedas1)adhoc,2)planned,3)institutionalized,4)evaluated,and5)optimized.
PracticeMaturityScale
0
NotPerformed
1
AdHoc
2
Planned
3
Institutionalized
4
Evaluated
5
Optimized
Uncoordinated
Unassigned
NoResources
Deliberate/
managed
Resources
allocated
Responsibility
assigned
Regularly
performed
Bestpractices
Coordinated
Performance
Performance
measured
Progresstracked
Practice
predictable
Regular
Regular
reflection
Continuous
improvement
Duringanauditandorganizationscurrentperformanceoneachsocialmediacommunicationspractice
canbeassessedusingthisscale.Butfirstitisimportanttounderstandthedistinctionsbetweenthefive
levels.
LevelOne:AdHocThecommunicationspracticeisadhocandunorganized. Fewifanystaffandfinancialresourcesare
dedicatedtoit.Successisbasedonthecompetenceandeffortsofoneortwoheroicindividuals.
Despitethischaoticenvironment,howeverthecommunicationspracticemaybeimplemented
successfully.Butbecauseitisuncoordinated,effortsareofteninefficientandgooverbudgetand
schedule.Qualitymayalsobevariablebecausedifferentpeopleperformthepracticeovertime.
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LevelTwo:PlannedThepracticeisplannedanddeliberateasopposedtobeingperformedonareactiveorasneeded
basis.Resourcesareallocatedtothepractice,responsibilitiesareassigned,andtheprocessismanaged.
Thepracticedoesnotoccurregularly,however,andmaystillbeperformedbyoneortwoindividuals.
LevelThree:InstitutionalizedThepracticeisroutineandpartoftheorganizationsfabric.Theorganizationhasqualitatively
determinedthebestwaytoapproachthepracticeandhasinstitutionalizedit.Practicesareknown
andcoordinatedwithinandoutsidetheorganization.
LevelFour:EvaluatedThepracticeisevaluatedandanalyzed.Measuresofperformanceandprogressarecollectedand
analyzed.Oftenaquantitativeunderstandingofsuccessisknownandtracked,andtheorganizationhas
abetter
ability
to
predict
or
estimate
performance.
LevelFive:OptimizedBecauseofitsrecognizedimportancetotheorganization,thepracticeiscontinuouslyreflectedonand
improvementsincorporated.
Distinctionsbetweenlevelsoneandtwoarebasedonthedegreetowhichanorganizationisreactive
anddisorganized(levelone)versuspurposefulandproactive(leveltwo).Atlevelthree,thepracticeis
performedregularly,consistentlyacrossstaffmembers,andhasbeenperformedenoughthatthe
organizationhasgainedacertainlevelofproficiencyatit.Atlevelfour,theorganizationhascommitted
totracking
the
practice
for
purposes
of
better
understanding
how
to
improve
performance.
The
organizationismonitoringthequalityofthepractice.Levelfivedemonstratesanevenhigherlevelof
organizationalcommitmenttothepractice,astheorganizationcaresenoughaboutittolearnfromand
improveperformanceovertime.
StepThree:AssessCurrentPerformanceandCapacityThemaintasksforthethirdauditsteparetocollectdataaboutcommunicationspractices,andtouse
thatdatatomakeassessmentsaboutorganizationalperformanceandcapacity.Itinvolvesactuallyusing
thescaledescribedabovetogaugewheretheorganizationstandsonallessentialsocialmedia
communicationspractices.Thefigureonthenextpageillustratesinmatrixformhowthisassessment
mightbestructured.Notethatthisauditstepcouldalsoinvolvelookingatactualcommunicationsstrategycontentormaterialsandmakingassessmentsabouttheirquality.
Thematrixarraysthetwentyonecommunicationpracticesalongthebottomrow,andarraysthe
practicematurityscalevertically.Usersfillinorchecktheboxthatbestrepresentswhereonthescale
theorganizationfallsforeachpractice(anexampleofhowthismightlookwhenfilledoutisprovided
laterinthisbrief).
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SocialMediaAuditMatrix
Theorganizationmaybeassessedeitherinternallyorbyanoutsideexpertoneachofthesocialmediapracticea
Legend CurrentLevelofActivity OpportunityGap
5.Optimized4.Evaluated3.Institutionalized2.Planned1.AdHoc0.NotPerformed
Identifiedthevision
Identifiedgoalsandoutcomes
Selecttargetaudience
Platformselection
Policies&procedures
Listeningresearch
Assetevaluation
Toolselection
Communitydevelopment
Trainedrepresentatives
Buildvaluablepartnerships
Monitor&evaluate
Website
Blog
EMailMarketing
Strategy Implementation Integrat
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InternalversusExternalAssessmentItisimportantatthispointtodetermineifassessmentsaboutorganizationalpracticeswillbemade
internallyorbyoutsideexperts.Theadvantagestodoingitinternallyarethatdirectcostsarelikelytobe
lowerandtheprocessmaybecomeanengagingorganizationalexercisethatbuildscommunications
capacityinandofitself.Theadvantagestousingoutsideexpertsaretheirobjectivity,timeand
availability,the
knowledge
they
bring
from
other
organizations
for
comparison
purposes,
and
the
credibilitythatmayaccompanytheircredentialsandexpertise.
PotentialCommunicationsAuditMethodsRegardlessofwhethertheauditisdoneinternallyorexternally,acommonsetofmethodscanbeused
togatherdataneededtomakeassessmentsaboutpractices.Methodsaredescribedbrieflybelowinthe
contextofacommunicationsauditandthenfollowedbyatablethatcomparesthemontime,cost,and
informationyield. Itishelpfultonotethatwhiletheuseofoneormoreofthesemethodsis
recommended,itisalsopossibletoconductthesocialmediacommunicationsauditinformallyby,for
example,askingeachstaffmembertogivehisorherownindependentandsubjectiveassessments
basedon
existing
knowledge
and
experience,
or
convening
staff
to
make
collective
assessments.
InterviewsProbablythemostcommonauditmethod,interviewsallowthepersonconductingthe
audittobetterunderstandcommunicationsrelatedworkprocesses.Interviewsallowrespondents
toprovidearichqualitativesenseofhowpracticesareperformedandhowtheorganizationtreats
communications.Interviewscanalsobeconductedwiththeorganizationsexternalstakeholdersor
targetaudiences.
SurveysSurveysorquestionnairesaresecondmostcommonauditmethod.Theycanbe
administeredcheaplytoallorganizationalstaffwithinashorttimeframe,andtheyallowfora
standardizationandcomparisonofresponses.
CriticalIncidentAnalysisStaffareaskedtodescribe,throughanintervieworquestionnaire,
specificeffectiveandineffectiveexperienceswithcommunications.Thepurposeistocollect
examplesofexperiencesthatstafffindmemorableinordertoseehowcommunicationspractices
areperformedwithinsituationalcontexts.
NetworkAnalysisNetworkanalysishasgainedmuchpopularityinrecentyearsasamethodfor
examininginformationflow,orthechannelsandrelationshipsthroughwhichinformationis
exchanged.Itasksindividualswhotheycommunicateandforwhatpurpose.Itrevealsan
organizationscommunicationstructure,whichmaybeverydifferentfromitsorganizational
structure.It
also
reveals
where
blockages
are
occurring
and
possible
routes
that
are
currently
untapped.
ParticipantObservationTheindividualconductingtheauditparticipatesinorganizationalactivities
involvingcommunicationsinordertoseehowandwhenpracticesareperformed.
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DocumentReviewCommunicationsdocuments(e.g.publications,campaignmaterials,press
releases,etc.)arereviewedtoassessthedevelopmentandtargetingofmaterialsasa
communicationspractice.
FocusGroupsGroupsoffivetofifteenpeoplemeettogetherinamoderateddiscussionand
respond
to
open
ended
questions
about
communications
practices
and
organizational
capacity.
Theirmainadvantageisthegroupinteractionthattakesplaceasparticipantsreacttoandbuildon
oneanothersresponses.
ComparingPotentialAuditMethodsComparingPotential
AuditMethodsMethod TimetoNonprofit Cost InformationYieldInterviews 3060minuteseach Moderatelyexpensive(timeto
conduct,analyze)
Qualitative,indepth
data
Surveys 2030minuteseach Moderatelyexpensive StandardizeddataCriticalIncidentAnalysis 2030minuteseach Inexpensive Specificexamplesofpractice/processflowNetworkAnalysis 2030minuteseach Expensive(analysis,
software)
Process
flow/interactionand
integration
ParticipantObservation Variable Expensive(time) ProcessflowDocumentReview None Expensive(time) Material,message
evaluation
FocusGroups
1
2
hours
Moderately
expensive
(depends
onnumber)
Qualitativeindepth
data;
StepFour:IdentifyAreasforImprovementOncetheassessmentsaremade,thenextstepistoidentifyareasinwhichtheorganizationcan
improve.NotethatnonprofitorganizationsarenotexpectedtobeaLevel5onallsocialmedia
communicationspractices.Rather,theassessmentofwheretheorganizationshouldbemustbebased
onanaccountingoftheorganizationsrealisticcapabilitieswithrespecttocommunications.For
example,itmaynotbereasonabletoexpectthatallfundingthatcomesintoanorganizationwillhave
dollarsearmarkedforsocialmediacommunications.Whileanorganizationcanmakesocialmedia
communications
a
priority
and
request
specific
resources
for
it,
the
outcome
also
depends
on
what
fundersarewillingtosupport.
Completingtheauditmatrixonpage6providesanimmediateassessmentofareasinwhichtoimprove.
Thefollowingcaseexampleaboutahypotheticalsmallnonprofitpolicyadvocacyorganization
demonstrateshowthesocialmediacommunicationsauditcanbeused.Thematrixhasbeenfilledinto
representthishypotheticalorganizationsperformanceonthetwentyoneessentialsocialmedia
communicationspractices.
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CaseStudyExample
SampleOrgAssessment
Legend CurrentLevelofActivity OpportunityGapCurrentPerformanceandCapacity:Intheareaofstrategythishypotheticalorganizationhasasolidunderstandingofbestpracticesandtheneedtosetoverarchingvisionsandgoals. However,theirlack
offocusonevaluatingaudienceandformalizingeffortsisclear. Asaresult,withintheorganizationthis
createsasenseofcompletenessinregardstoplanningbutoftentimesleavesunansweredquestionsin
regardtothevalueofsocialmediafortheorganization. Thisthencreatesasenseoflimited
commitmenttoactivitiesandanoveralladhocuseofstaffresourcesandefforts.
Regardingimplementation,theorganizationslackofstrategydevelopmenthasleftstaffwithanoverall
senseoffeelinglost. Themainfocushasbeentocontinuetowithabroadcastapproachtomessaging
withlittlefocusonstrategicimplementationofefforts. Inaddition,thelackoffocusonaformal
inventoryofavailableassetshasleftitunclearastowhichstaffisbestsuitedtocompletewhichtasks.
Integrationisthestrongestofthefourareasoffocus. Thehistoricalunderstandingofmetricanalysis
regardingthewebsitehashelpedestablishafoundationforasimilarapproachtohowsocialmedia
effortsareintegrated. Inaddition,asimilarfocusontheenewsletterhasallowedforbaselevel
integrationintothiscommunicationchannel. Untilamorestrategicapproachcanbedevelopedand
betterwaysofdemonstratingvaluetheorganizationhasdecidedtoholdoffoncreatingablogorusing
morethan
one
social
media
platform.
IntermsofsupporttheExecutiveleadershiprecognizestherisingneedtobetterutilizesocialmediafor
theorganizationbuthasbeenslowtoallocateappropriateresourcestosupportituntilthevaluecanbe
betterdemonstrated. Forsimilarreasonstheroleofsocialmediafortheorganizationatlargehasnot
beenextendedbeyondthetwostaffwhohavebeeninformallychargedwithcarryingoutthese
responsibilities.
5.Optimized4.
Evaluated
3.Institutionalized2.Planned1.AdHoc0.NotPerformed
Vision
Goa
ls
Audience
Platforms
Po
licies
Listening
Assets
Too
ls
Community
Training
Partners
hips
Monitor
We
bsite
Blog
E
Mail
Other
Print
Offline
Support
Resources
Invo
lvesta
ff
Strategy Implementation Integration Support
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AreasforImprovement:Whiletheauditprocesshasrevealedanumberofareasthatcouldbeforpossibleimprovement,therearesomestrongindicatorsforappropriateprioritization. Thesortof
cyclicalrelationshipthatseemstobeholdingbackprogressinmostareasisalackofidentifiedvalue.
Withoutclearlyidentifiedvaluesmostareasremainatanadhoclevelandfewresourceswillbe
allocatedtosupporttheseactivities. Consequently,withactivitiesbeingperformedatonlyanadhoc
levelthere
is
little
opportunity
to
find
and
demonstrate
value.
Theorganizationcouldgainthegreatestvaluefromprioritizingtwoareas:developingtheirstrategyand
buildingonthelevelevaluationofcurrentefforts. Afocusonseeinggrowthinthestrategyandplanning
areawouldgivetheorganizationastrongersenseofwhatvaluetheyarelookingforandhopingtogain
fromtheirsocialmediaactivities. Therippleeffectofthiswouldalsobethatabetterfoundationwould
beinplacetomakemorestrategiceffortsintheotherareas. Secondly,ifthereisnosupportprovided
forevaluationofcurrenteffortsthereislittlehopeofseeingdemonstratedvalueatanypoint,whether
campaignsaresuccessfulornot.
Fornowthesocialmediaeffortswillmostlikelyremainfocusedononeplatformandcarriedoutbythe
twoidentifiedstaff. Movingaheadasthevalueoftheseeffortsbecomemorecleartheresponsibility
andintegrationacrosstheorganizationshouldbefurtherdeveloped.
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STEPFIVE:RefinePracticeandRepeattheProcessasNeededThesocialmediacommunicationsauditshouldresultinmorethanjustanidentificationofareasor
practicesthatneedtobeimproved.Tomaximizethechancesthatauditfindingswillbeusedandactual
practiceimprovedasaresult,theauditshould:
Demonstratethrough
data
how
communications
problems
are
causing
problems
in
the
present
(as
opposedtospeculatingabouttheirfutureimpact).Atthesametime,theauditshouldreinforce
practicesthatarecurrentorganizationalstrengths.
Generatespecificrecommendationsforhowactualcommunicationpracticecanbeenhanced.Data
needtobelinkedtoconcreteactions.
Maketransparenttheorganizationalbenefitsofadoptingthoseactions;inadditiontothe
weaknessestheyaredesignedtoaddress.
Prioritizerecommendationssoorganizationsarenotimmobilizedbytheprospectofimplementing
them.
Intermsoffrequency,formalcommunicationsauditsshouldbeconductedabouteveryfiveyears.Informalauditsonwhichorganizationsinternallyrevisittheirsocialmediacommunicationscapacityand
performancelevelsmaybedonemorefrequently.Auditsshouldalsobeconsideredafteran
organizationexperiencesacriticalincidentthatmightaffectcommunications,suchaswhenthe
organizationchangesmission,changesleadership,orexperiencesacrisis.
ConclusionAsdescribedhere,socialmediacommunicationsauditsare,attheircore,anevaluationtool.Unlike
mostevaluationtoolsorpractices,however,theydonotfocusontheresultsoroutcomesofan
organizationscommunicationspracticesaftertheyareimplementedoramongtheirtargetaudiences.
Rather,
they
focus
on
the
organization
itself,
its
practice
and
capacity,
and
how
the
organization
has
positionedthecommunicationsfunction.Nonprofitorganizations,however,oftenoverlookthistypeof
assessmentasapossibilitywhenaskedtoevaluatetheircommunicationsstrategiesoractivities.
Experiencingthesocialmediacommunicationsauditprocess,usingtheapproachdescribedhereor
anotherdesignedtowardasimilarend,canbeacriticalpartofanorganizationsprogressiontoward
morestrategic,andultimatelymoreeffective,socialmediacommunications.
*Thisdocument,methodologyandframeworkhavebeendevelopedlargelyonthefoundationofresourcesdevelopedbytheCommunicationsConsortiumMediaCenterforthepurposesofatraditionalCommunicationsAudit.
By
largely
we
mean
the
majority
is
theirs
and
our
focus
has
been
to
modify
it
for
use
related
to
social
media
specificallyandsomeupdatingofcontent.Justgivingcreditwhereitisdue.Assuchweaskthatthistoolbefreelyusedandmodifiedtomeetyourneedsasyouseefit.Allthatweaskisthatthetoolbesharedandnotrepurposedforsaleasaproductonitsown.