Web of Change Priorities for 2015

There is some principle of magic in everything, some living quality. Something living, something real, is taking place.
— Chogyam Trungpa Rinpoche

By Tim Walker, Volunteer Board Chair

The magic of Web of Change is difficult to grasp. All the relationships sparked, ideas planted, careers changed and schemes launched. All the ripples from leaders just a little more brave or open in the world. Transformation by its very nature is hard to pin down.

Yet over the past three years we’ve come a long way in our ability to make it happen.

With this in mind, back in March, your elected board huddled for two days in San Francisco to continue the progress. With incredible ideas from alumni on the Leadership Team who joined us, we identified the five key priorities below to guide our year ahead.

You’ll see we’ve made some promising gains already and I encourage you, if you’re drawn to a goal, to raise your hand. The opportunity to lead is open to all alumni. Indeed, that’s how Web of Change works. There’s a board member on each goal now working with alumni to see it realized. Simply email me (tim_walker [at] me [dot] com) or our managing director, Julie, and we’ll help you get engaged.

Oh and if your eyes tend to glaze over plans like this (list, numbers, bullet points) just remember: There is magic to be made here together.

Thanks for all you do,

Tim Walker
Volunteer Board Chair

Priorities for 2015

Note: Bolded means already complete.

PRIORITY 1: IMPROVE DIVERSITY & INCLUSION
Towards a membership reflecting the rich diversity of our movements.

  • Participation does not exceed 55% for alumni or any race/ethnicity, gender or issue area at 2015 Flagship.

  • No applicant turned away for financial reasons to 2015 Flagship.

  • No substantive(1) complaints or issues arise from participants feeling unsafe, unable to contribute or unable to address content as a result of lack of diversity at 2015 Flagship and WOCx events.

PRIORITY 2: BUILD FINANCIAL STRENGTH
Towards current ambitions and sustainability for the future.

  • 25% increase in sponsorship revenue, raising $100k between January 1 - July 1, 2015. Check out all of this year’s conference sponsors.

  • $15k in Foundation revenue by December 31st, 2015.

  • 3 foundation decision-makers attend 2015 Flagship event who embody the spirit of WOC, each qualified to give 25k+ in 2016.

  • $30k in the bank as of December 31st, 2015.

PRIORITY 3: DEEPEN YEAR ROUND IMPACT
Towards a transformative, world-class experience for alumni.

  • Deliver more magic into the personal & professional lives of alumni(2).

  • Flagship: 130 participants, maintaining 95% satisfaction and Net Promoter Score, while improving 2014 content ratings by 25%(3).

  • WOC Local: Volunteers in five pilot cities host at least four official events (1/per quarter per city for a total of 20 events) engaging 500 alumni.

  • 75% of 2015 Flagship alumni re-connect for critical support and learning during the year following their 2015 experiences.

PRIORITY 4: DEEPEN VOLUNTEER LEADERSHIP
Towards a transformative experience and structure that delivers a sustainable pipeline of leadership for the organization.

  • 50% increase in alumni at Leadership Team Meeting (50) and 20 super volunteers contribute substantively (+10h) by December 31, 2015.

  • 95% of super volunteers say experience “exceeded” expectations and would be “likely” to recommend volunteering to a colleagues.

  • 15% increase in board election participation, with 26 nominations, 12 candidates and 50% alumni voting.

PRIORITY 5: IMPROVE BRAND
Towards an image that accurately represents the caliber of our work & alumni to future participants and donors.

  • Increase website visitors by 30% over 2014 with a minimum of 30% new visitors. Increase 2014 newsletter subscriber email by 30%.

  • Stories and data collected on WOC’s impact, sufficient to merit investing resources into writing foundation grants in 2016.

(1) Defined as participant unwilling to return to or recommend Web Of Change in the future.(2)  Measured by responses to end-of-year alumni survey.
(3) Measured by 
"exceed" or "far exceed" expectations results in post-event survey.