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    A Social Change Agency exists to promote social change, to foster leadership development, and to empower groups to create positive change for the benefit of all people. It exists for the United States Congress and all representative agencies of the government. Our website serves as a portal to this multi-faceted organization.

    A social change agency also exists to provide information to individuals interested in pursuing volunteer opportunities, public dialogue, and other activities that foster social change. This service is provided through an experienced staff. In essence, our work is community building at its best. Our mission statement identifies three aspects of public relations: (a) thought leadership, (b) communications, (c) community building. Our staff excels in all of these areas.

    What kind of public relations are we doing? Our nonprofit board members work diligently on a daily basis to ensure all our communications are effective. We utilize news releases, blog posts, newsletters, press releases, and online forums to communicate effectively with all sections of the community. We solicit input from the people who represent our constituents. Through all of our communications, we encourage participation by all citizens, including nonprofit organizations, governmental entities, nonprofit organizations, and nonprofits. Our goal is to make sure that all voices are heard.

    Our trusted advisor strategy is to build a relationship with all nonprofit leaders. We want to be their trusted advisor. We also want to be able to draw them into what we do by promoting and expanding the work of our nonprofit. Through our strategic planning process, we identify several ways in which we can help our nonprofit partners.

    It is clear that as a social change organization, we must expand our efforts within the nonprofit world. That begins with expanding the communications that we have with the people who have the greatest stake in our social change program. One important part of that strategy is developing trust as a trusted advisor. In this role, we need to take steps to ensure the confidentiality of our contacts and they must be able to clearly trust us.

    Our strategic plan for the next five years identifies several ways in which we will expand our work. We plan to build on our core strengths: service, advocacy, and technology. We also plan to expand our reach by connecting with key industry partners and including them in our work. We will expand our focus on building strong relationships with key leaders in the various sectors of the nonprofit world.

    Within the next five years we plan to continue to work closely with leaders in the technology industry to increase access to quality online information, including blog posts, podcasts and videos that we can use to communicate our social change agenda. We plan to expand our technology department as a partner in this effort. Our goal here is to provide the leadership that black women in the tech industry need to advance their career opportunities.

    magazine cannot be expected to engage in political fundraising if it cannot provide its users with meaningful services. As such, we must demonstrate to our clients both in the literal form of what we provide and what form that services take. The services we recommend to our clients include: strategic planning, community engagement, budget management, networking and events, volunteer management and litigation support. We cannot be expected to be everything to all our clients, but when we do try, we can provide some of the most effective game changers that the nonprofits around the world need.

    As someone who grew up in Southern California, I had the unique privilege of working with some very well known public relations agencies. While there, I learned the value of being a trusted advisor. The phrase “trusted advisor” was coined by then state Sen. Pete Williams (D-Stockton) as an apt description of the role of an effective communications consultant. It is meant to evoke images of civic leaders reassuring the people that they are doing what is right. Being a trusted advisor meant knowing the right things to say at the right time. It meant being available when the other person was ready to listen.

    In this new era of digital disruption and social media, the role of the trusted advisor has taken on a new urgency. It is no longer sufficient to wave the flag and say “look, let’s get going!” Today’s nonprofits and social business leaders must understand that their success will depend not only on great programs but also on building a culture of social change that makes real people feel empowered. This requires strategy and creative thinking from the ground up-not “social proof,” which relies on superficial metrics like Facebook likes and Twitter retweets.

    The future of nonprofits and tech leadership depends on leaders who understand how to create a culture of tech engagement. They must be skilled in cultivating an online following that converts into donations, membership and community participation. Such leaders need to think differently about how to engage people-not just online but in real life, on the street and in the museum. This will take more than cosmetic tech change or the use of trendy jargon-it will require smart thinking, innovative solutions and an evolved understanding of culture.