Contribute/Lifecycle/draft: Difference between revisions

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|In this stage teams are completely unfamiliar with working with contributors, do not understand the value of doing so, and have significant concerns or roadblocks to beginning the process.

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|Documented pathway with people to manage incoming contributors must be built for a partnership in this phase to be considered a success.

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|Clients at this stage  have connected with some volunteers and are interested in learning about how to build on what is working and laying the groundwork for scaling.   

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|Clients have volunteers involved in their project and they'd like to turn up the dial on participation. Teams in this stage, having a few core contributors and many active contributors, are ready to  steward their communities through on-going, significant growth.

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|Teams will have optimized their pathways based on data and we will see contribution jump again (and we will have created a case study of the team).

Ideal contribution jump metric is currently undefined, and will be determined by what is happening in ""scaling.""

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|Unconsciously Incompetent

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|Unconsciously Incompetent

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|Consciously Incompetent

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|Consciously Competent

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|Unconscious Competence  

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|We will know that the client is ready to move to the next phase when a dedicated staff resource  has been appointed to work with us. This person is known as the community coordinator or activator.

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|At this stage clients don't have volunteers yet and they are committed in building a community around what they are doing.  

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|New contributors (roughly more than 25)  must be moving into/through the pathway and getting connected to opportunities

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|Teams have established ways to sustain momentum (mentoring new contributors, developing leadership, etc.) and have demonstrated a 10x increase in active contributors. [I really want something in here about measuring leadership.]

from Jennie: Leadership is distributed, yet strong, with regular meetings and check-ins with various builders and sustainers across the organization.

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|At this stage community active and stable and is interested in keeping that momentum growing and retaining  key contributors.  

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*Attend Getting Ready for Participation workshop. (This can be done in modules.)

*Staff person from team commits to acting as community coordinator (activator) and agrees to work with their CBT partner.

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*Pathway(s) created working with your CBT partner

*Activators have clear understanding of their roles  

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*Identify gaps and inefficiencies in the pathway  

**Connecting community members with others experts in the field and in the organization.

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*New core members are actively recruited and mentored

*There is regular communication with the project about what impact the community is having

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*The community’s voice is heard and is influential organization-wide

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*<i>Getting Ready for Participation Workshop</i> Modules

**Way to reach out to specific locales and skill sets to get the things your community needs.   

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*[[Contribute/whatmakesapathway| What Makes a Healthy Pathway]] This wiki page serves as a guide for developing a pathway and collection of best practices from existing Mozilla contribution pathways. A pathway is a living process to be iterated on in every phase of the lifecycle.

**Assess the health of the community and evaluate its contribution to members and the organization

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|Awaiting your awesome input!

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|Awaiting your awesome input!

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|Awaiting your awesome input!

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|In this stage, the activators are identified.  This staff member partner is committed to bootstrapping participation in their area of the project. This commitment should be reflected in the performance goals for the person taking on this role.  

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*Define Activities for participation and act as content expert for defining and developing the pathway.

*Prepare contribution opportunities so they can be connected to a funnel.  

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|Changes to “Community Management” THEY WILL NEED HELP HERE!

*Needs to start delegating work to community members and other team resources to accomplish milestones.  

*As the community develops a stronger sense of itself, the core members frequently begin to see gaps in the community’s knowledge, identify its cutting edge, and feel a need to be more systematic in their definition of the community’s core practice.”

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|Community manager along with core contributors are responsible for:

*Establishing a visible channel for the community to communicate its work to the organization

*Continuing to document community practices, to measure community contribution and to optimize the contribution pathway

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|Bringing new energy into the community when needed by having rejuvenating activities and events. These can be meetups, talks, etc.

establishes and maintains the community as an influencer within the organization

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*Helps partner team to understand the the community building lifecycle and the community building pillars.

*Works with team’s manager and other decision makers to support the appointment of a community coordinator (activator).

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*Provides ongoing strategic support in the definition of activities for participation

*Connects activator to ways to start connecting to initial community members with specific skill sets beyond contribution funnels.

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*Help activators and teams understand opportunities to connect at scale and create plan to start advertising their contributions opportunities.

*Help Activators on defining their contributor personas ( what the people most likely to be interested in contributing are doing/learning/motivated by) and help them plan for ways to connect to them directly through events, outreach, and and and…

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|Works with community coordinator and core contributors to:

*Help to establish a channel in which community can communicate to the organization

*Consult on plans for recruiting and developing leadership

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*Help to establish an influential voice across the organization by acting as a champion

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|At this stage the risk is that they will remain resistant to inviting contributors into their part of the project.

The Activator role is tacked on “ in addition” to other work, and can be de-prioritized.

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|Awaiting your awesome input!

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*Activator has trouble or feels overwhelmed because they aren’t delegating

*The systems and data could be blocked technically or politically, or by bullshit.

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*Community coordinator will not be able to bring in new core contributors and leadership prior to running out of resources to sustain community.

*Gaps in the contribution pathway that affect growth will not be identified and/or addressed in order to facilitate sustained growth

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*Organization will not actively support community growth by not allowing community to gain influence and voice.

*Community coordinator will not be able to rejuvenate community and bring in new core contributors and leadership prior to running out of resources to sustain community.

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