In January 2017, we wrapped up the training week for the inaugural class of the AAAS Community Engagement Fellows Program (CEFP), funded by the Alfred P. Sloan Foundation. The first cohort of Fellows is made up of 17 scientific community managers working with a diverse range of scientific communities. As they continue to develop their community engagement skills and apply some of the ideas and strategies from the January training, the Fellows will report back on the Trellis blog, sharing their challenges, discoveries, and insights. Today, we’re sharing Elisha Wood-Charlson’s tale of becoming a community engagement manager.
Posted by Elisha Wood-Charlson, Communications Project Manager at the Center for Microbial Oceanography: Research and Education
Actually, there were several moments – four to be exact – where I stumbled into, explored, and finally embraced the role of “Community Engagement Manager”:
In our series of posts about results of the AAAS State of Scientific Community Management survey we’ve looked into what types of organizations are home to scientific communities, examined their communication channels and ways of planning activities, and analyzed scientific community managers’ backgrounds, skill sets, and how their positions are funded.
In our final blog post about survey results (complete report coming soon), we return to the topic of community managers’ skill sets, focusing on their top challenges and the areas where they want more training.
We’re back with more insight from the AAAS State of Scientific Community Management survey. Previous posts have explored aspects of the community management position, the nature of the organizations where communities are found, and features of the communities themselves such as their communication channels.
In this post we look at three findings about program and activity planning in communities. Read on to see how having a community manager leads to activities that are more frequent, strategically planned, and participatory.
In previous posts about our State of Scientific Community Management survey, we’ve explored what types of scientific organizations have communities and we’ve described features of scientific community managers’ training and skill sets and their funding.
Today, we’re looking at some properties of the actual communities: their communication channels and platforms. Read on to find out about online versus offline communication channels and the adoption of online community platforms.
In this post we explore the skillsets that scientific community managers rely on in their current roles. We asked our survey respondents to rate the importance of 5 key skill sets, originally delineated by The Community Roundtable for the broader field of community management outside science. Read on to learn about which skill set ranks highest, and how the rankings change depending on seniority.
Posted by Dan Richman, Program Assistant for the Community Engagement Fellows Program and Gabrielle Rabinowitz, Community Manager for Trellis
Through the AAAS State of Scientific Community Management survey we’ve collected data on all facets of the field. So far we’ve looked at scientific community managers’ education and training and identified which types of organizations are hiring them. We’ve also learned that insufficient funding is the number one reason why organizations lack community managers.
Today, we’re following up on this finding by digging a little deeper into the picture of funding for community managers. Read on for 3 key findings.
Posted by Lou Woodley, Trellis’ Community Engagement Director.
Last week I took part in a session at the ESOF16 conference on building interdisciplinary communities. ESOF – the EuroScience Open Forum – is a biennial conference focusing on various European science and science communication activities, with a mixture of different session formats.
In our session, one of the other presenters, Ismael Rafols, gave a good overview of some of the different barriers to successfully building community, which I’ve listed out below (taken directly from his slides).
In this post we report an overview of the types of organizations that were sampled by our survey, and why some organizations don’t have community managers. This is important for the Community Engagement Fellows Program because we intend to support scientific community managers in two broad variations of the role – either within professional societies and organizations or within research collaborations. We want to understand more about what those workplaces look like and how they differ.