Insights from the CharityComms Communications benchmark

1,523 views

Published on

Vicky Browning and Jamie Matthews, CharityComms
Mission Critical: Crafting your communications strategy workshop
www.charitycomms.org.uk/events

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,523
On SlideShare
0
From Embeds
0
Number of Embeds
604
Actions
Shares
0
Downloads
15
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Insights from the CharityComms Communications benchmark

  1. 1. Mission Critical: CraftingYour CommunicationsStrategy Workshop30 May 2012 #CommsStrategy
  2. 2. “Forewarned, forearmed” Insights from the Communications Benchmark Vicky Browning and Jamie Matthews2
  3. 3. Communications Benchmark 2012o 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?3
  4. 4. Strategy issues mentioned in the Benchmark“We have recently reviewed our strategy and I amexcited 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 thelack 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” 4
  5. 5. Communications Benchmark 2012o 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?5
  6. 6. Attitudes toward comms“Comms is growing in our organisation, not onlyin terms of outputs, but also in terms ofrecognition” “ “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”6
  7. 7. Organisational attitudes to comms Strongly disagree Disagree Not sure Agree Strongly agree My CEO values the work of the 47% 32% communications department My organisation sees comms as central to 44% 24% achieving our mission and goals We have an organisational culture in 37% 16% which communications is respected My organisation sees communications 21% 8% mainly as support for fundraising Our trustees know and understand 20% 6% a lot about communications “Please indicate how strongly you agree or disagree with the following statements?” Base: 253 Source: CharityComms Communications Benchmark 20127
  8. 8. Communications Benchmark 2012o 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?8
  9. 9. Importance of communications functions All respondents Not done by us Seen as a waste of time Not very important Desirable Important Essential Website Email Media Publications Branding Social media Policy and research Internal comms Lobbying Mobile Advertising “How would you describe the importance of the following functions in your organisation?” Base: 253 Source: CharityComms Communications Benchmark 20129
  10. 10. Importance of communications functions Those answering ‘important’ and ‘essential’ 100% 2012 2008 82% 79% 80% 77% 68% 69% 67% 66% 61% 60% 59% 60% 47% 43% 40% 30% 26% 20% 0% Advertising Lobbying Internal comms Policy and Branding Publications Media research “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 Marketing10 Benchmark 2008
  11. 11. Importance of online communications functions All respondents 2008 2012 100% 96% 88% 80% 72% 71% 60% 40% 20% 0% Internet/new Social media Email Website media “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 Marketing11 Benchmark 2008
  12. 12. The rise and rise of online and social media“My organisation doesn’t understand what itwants from digital or how to use it to support itswork” “I am concerned about my charity falling behind the digital revolution” “ “We are already using social media, but we have no embedded comms strategy or social media guidelines to guide our work”12
  13. 13. Converting online to offline success 50% 40% 40% 38% 30% 20% 16% 15% 10% 6% 0% Yes. People who Yes. People who Yes. People who No. Online success Not sure engage with us engage with us engage with us does not translate to online donate more online are more likely online are more likely offline success money to donate to get involved with our work offline “From your organisation’s experience does online success translate into offline success?” Base: 232 Source: CharityComms Communications Benchmark 201213
  14. 14. Communications Benchmark 2012o 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?14
  15. 15. Integration“Comms is too centralised. It should be a functionof every department’s work” “We must work on convincing our colleagues that everyone is a communicator, and comms is everyone’s responsibility”“ “I worry about the lack of joined-up thinking betweendepartments resulting in mixed messages to supportersand customers, and no clear supporter journey” “ “The lack of boundaries between communications and fundraising is concerning”15
  16. 16. Communications Benchmark 2012o 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?16
  17. 17. Staff“We are fortunate to be a growing charity duringdifficult economic times. We are likely to see anincrease in headcount in the coming months” “Having a dedicated person for comms is a new thing for our charity. The importance of comms is increasing” “People have left and not been replaced at a time when the workload is increasing. All resources are stretched beyond healthy limits”17
  18. 18. Budgets“The pressure to reduce costs can sometimescompromise timescales and the end product. Theamount saved does not always justify the impact onthe end result” “We have less budget to meet the expectations of senior staff and external stakeholders”18
  19. 19. Salary and non-salary budget per communications function Large organisations (over 20 comms staff) £68,750 Policy and Research £300,000 £242,000 Campaigns/ Lobbying £48,600 Media/ Press £64,000 Non-salary £116,571 £46,833 Website £101,571 Salary £43,429 Branding £70,167 £37,500 Education £62,500 £27,500 Advertising £13,500 £15,000 Publications £22,250 £23,000 Marketing £13,500 £6,250 Digital marketing £23,500 £5,000 Internal communications £18,500 £1,250 Social media £21,000 £0 £100,000 £200,000 £300,000 £400,000 £500,000 “What is the approximate salary budget of the following communications functions?” Base: 25 Source: CharityComms Communications Benchmark 201219
  20. 20. Challenges presented by the recession“Funding cuts have put a huge amount ofpressure on resources, both personnel andfinance” “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”20
  21. 21. Rising to the challenge“We have recognised the need to understand ouraudiences more” “We used the economic changes as part of a narrative to convince staff and members that we needed a stronger brand and reputation” “ “We have chosen to develop our in-house skills and get better value for money”21
  22. 22. Impact of the recession We are unable to do as much as we would like 47% There is less money available for comms 47% We have become more resourceful 43% Communications is seen as more important 42% than ever It is harder to justify spending money on 32% communications Staff numbers have been cut 25% Staff morale is lower 24% We have reduced our use of external agencies 18% The recession has not made a difference to our 14% work We are making greater use of external agencies 9% 0% 10% 20% 30% 40% 50% “In what ways has the economic recession affected the work of communications in your organisation?” Base: 269 (Source: CharityComms Communications Benchmark 201222
  23. 23. 23

×