insights from the charitycomms communications benchmark
DESCRIPTION
Vicky Browning and Jamie Matthews, CharityComms Mission Critical: Crafting your communications strategy workshop www.charitycomms.org.uk/eventsTRANSCRIPT
Mission Critical: Crafting Your Communications Strategy Workshop
#CommsStrategy
30 May 2012
“Forewarned, forearmed” Insights from the Communications Benchmark Vicky Browning and Jamie Matthews
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Communications Benchmark 2012
o How is communications viewed in your charity?
o What is the status of each comms function?
o How does communications fit into your organisation’s structure?
o What resources are available?
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Strategy issues mentioned in the Benchmark
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“We have recently reviewed our strategy and I am excited to see what we can achieve as a result”
“I am excited about having a new strategy that gives us a whole new direction, which we need”
“My greatest worry for our charity in 2012 is the lack of strategic direction in our organisation”
“We do not have a well-documented comms strategy so our marketing and comms division is not working cohesively”
Communications Benchmark 2012
o How is communications viewed in your charity?
o What is the status of each comms function?
o How does communications fit into your organisation’s structure?
o What resources are available?
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Attitudes toward comms
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“Comms is growing in our organisation, not only in terms of outputs, but also in terms of recognition”
“ “Our organisation still does not show any signs of valuing communications as a strategic business function”
“ “There is a lack of understanding about the importance of marketing and communications to maintain the charity’s profile and brand”
Organisational attitudes to comms
20%
21%
37%
44%
47%
6%
8%
16%
24%
32%
Strongly disagree Disagree Not sure Agree Strongly agree
“Please indicate how strongly you agree or disagree with the following statements?”
Base: 253 Source: CharityComms Communications Benchmark 2012
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My CEO values the work of the communications department
My organisation sees communications mainly as support for fundraising
We have an organisational culture in which communications is respected
My organisation sees comms as central to achieving our mission and goals
Our trustees know and understand a lot about communications
Communications Benchmark 2012
o How is communications viewed in your charity?
o What is the status of each comms function?
o How does communications fit into your organisation’s structure?
o What resources are available?
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Importance of communications functions All respondents
Not done by us Seen as a waste of time Not very important Desirable Important Essential
“How would you describe the importance of the following functions in your organisation?”
Base: 253 Source: CharityComms Communications Benchmark 2012
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Website
Media
Publications
Branding
Social media
Internal comms
Lobbying
Advertising
Policy and research
Mobile
Importance of communications functions Those answering ‘important’ and ‘essential’
26%
43%
61% 60%
82%
77%79%
30%
47%
68%
59%
67% 66%69%
0%
20%
40%
60%
80%
100%
Advertising Lobbying Internal comms Policy andresearch
Branding Publications Media
2012 2008
“How would you describe the importance of the following functions in your organisation?”
Base: 253 (2012) 286 (2008) Source: CharityComms Communications Benchmark 2012 and CharityComms Communications and Marketing Benchmark 2008 10
Importance of online communications functions All respondents
72% 71%
88%
96%
0%
20%
40%
60%
80%
100%
Internet/new
media
Social media Email Website
“How would you describe the importance of the following functions in your organisation?”
Base: 253 (2012) 286 (2008) Source: CharityComms Communications Benchmark 2012 and CharityComms Communications and Marketing Benchmark 2008 11
2008 2012
The rise and rise of online and social media
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“My organisation doesn’t understand what it wants from digital or how to use it to support its work”
“ “We are already using social media, but we have no embedded comms strategy or social media guidelines to guide our work”
“I am concerned about my charity falling behind the digital revolution”
Converting online to offline success
6%
16%
40%
15%
38%
0%
10%
20%
30%
40%
50%
Yes. People whoengage with us
online donate moremoney
Yes. People whoengage with us
online are more likelyto donate
Yes. People whoengage with us
online are more likelyto get involved with
our work offline
No. Online successdoes not translate to
offline success
Not sure
“From your organisation’s experience does online success translate into offline success?”
Base: 232 Source: CharityComms Communications Benchmark 2012
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Communications Benchmark 2012
o How is communications viewed in your charity?
o What is the status of each comms function?
o How does communications fit into your organisation’s structure?
o What resources are available?
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Integration
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“Comms is too centralised. It should be a function of every department’s work”
“ “I worry about the lack of joined-up thinking between departments resulting in mixed messages to supporters and customers, and no clear supporter journey”
“ “The lack of boundaries between communications and fundraising is concerning”
“We must work on convincing our colleagues that everyone is a communicator, and comms is everyone’s responsibility”
Communications Benchmark 2012
o How is communications viewed in your charity?
o What is the status of each comms function?
o How does communications fit into your organisation’s structure?
o What resources are available?
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Staff
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“We are fortunate to be a growing charity during difficult economic times. We are likely to see an increase in headcount in the coming months”
“People have left and not been replaced at a time when the workload is increasing. All resources are stretched beyond healthy limits”
“Having a dedicated person for comms is a new thing for our charity. The importance of comms is increasing”
Budgets
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“The pressure to reduce costs can sometimes compromise timescales and the end product. The amount saved does not always justify the impact on the end result”
“We have less budget to meet the expectations of senior staff and external stakeholders”
Salary and non-salary budget per communications function Large organisations (over 20 comms staff)
£21,000
£18,500
£23,500
£13,500
£22,250
£13,500
£62,500
£70,167
£101,571
£116,571
£48,600
£300,000
£1,250
£5,000
£6,250
£23,000
£15,000
£27,500
£37,500
£43,429
£46,833
£64,000
£242,000
£68,750
£0 £100,000 £200,000 £300,000 £400,000 £500,000
Social media
Internal communications
Digital marketing
Marketing
Publications
Advertising
Education
Branding
Website
Media/ Press
Campaigns/ Lobbying
Policy and Research
Non-salary
Salary
“What is the approximate salary budget of the following communications functions?”
Base: 25 Source: CharityComms Communications Benchmark 2012
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Challenges presented by the recession
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“Funding cuts have put a huge amount of pressure on resources, both personnel and finance”
“Our department now has to work harder to justify our budget and activities to funders”
“We are having to place more emphasis on comms activities that are seen to bring in money”
Rising to the challenge
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“We have recognised the need to understand our audiences more”
“ “We have chosen to develop our in-house skills and get better value for money”
“We used the economic changes as part of a narrative to convince staff and members that we needed a stronger brand and reputation”
Impact of the recession
9%
14%
18%
24%
25%
32%
42%
43%
47%
47%
0% 10% 20% 30% 40% 50%
We are making greater use of external agencies
The recession has not made a difference to our
work
We have reduced our use of external agencies
Staff morale is lower
Staff numbers have been cut
It is harder to justify spending money on
communications
Communications is seen as more important
than ever
We have become more resourceful
There is less money available for comms
We are unable to do as much as we would like
“In what ways has the economic recession affected the work of communications in your organisation?”
Base: 269 (Source: CharityComms Communications Benchmark 2012
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