Making the Business Case for Comms to Trustees and Senior

Management Seminar

08 December 2011

www.charitycomms.org.uk

www.twitter.com/CharityComms

www.facebook.com/CharityComms

The ‘Get Heard ’ report

The big questions

• Is communications valued in the sector?

• If it is, why?• If it isn’t, does it matter?• And what can be done

about it?

Are you heard?

� 32% all the time

� 56% some of the time� 12% not at all

• Indicators

� Involvement in strategic decisions

� Inclusion in senior management meetings� Whether or not senior staff are on-message

Feeling valued

• 40% said comms is not valued

� Skills and knowledge given little credit� Lack of cooperation between departments� Senior managers don’t understand comms

We have to work very hard to get senior team buy-in …

Impact on individuals

• Feeling powerless• Doubting their abilities • Considering leaving

Sometimes I’ve felt the need to bring it to a head, but I’ve found it very difficult to work around it as I recognise things aren’t going to change.

I have focused on my exit strategy instead.

Impact on organisations

• Confusion• Inconsistency• Missed opportunities• Reputational risks• Difficult to attract

donations

I tried to explain how important it was to achieve credibility amongst influencers and potential funders.

However, the organisation is fundamentally prejudiced towards the outside world which it thinks wouldn ’t understand its work, and is therefore unwilling to engage with it.

The big issue

• 83% who don’t feel heard say it’s because the CEO doesn’t understand comms

• 78% who feel heard attribute it to CEO understanding importance of comms

Comms is recognised as invaluable –even more so in the current situation.

We need to maintain our profile in terms of campaigning and fundraising, to keep the supporters we have and to bring in new supporters.

What works

• Prove value through specific campaign• Push for acknowledgement & respect• Communicate internally and explain• Show interest in other teams• Demonstrate how you support their work

There is an increasing need for us to demonstrate the value of comms , which is as it should be.

We must respond with context and explanation, not excuses.

Sources of support

• Informal networks of friends in similar roles• Sharing examples from other charities• Support from sector organisations

The most important thing is networking.

Although the sector is definitely improving, I don ’t think people within it are as used to networking with strategic and measurable outcomes in mind as in the commercial sector.

Conclusion

• Two main barriers:� Attitude of the CEO

� Resources to demonstrate value

• Achieving recognition:� Work at regular communication� Demonstrate relevance

� Don’t expect instant results� Build professional networks