Oxfam Connects 2012


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  • Female Food Heroes is a project that aims to draw attention to the vital role played by small scale female food producers around the world. It's running in around 18 countries at the moment from Tanzania to Armenia, Canada to Russia, and looks different in all of them. In Tanzania it was a competition, that chose a winner and a runner up. In Russia, community groups are asked to nominate champion women food producers. In Tanzania over 6000 women applied to be part of the competition, and coverage of the finale reached up to 37m people! We didn't do much around International Women’s Day, but for AWID (Association of Women in Development) conference in Istanbul in April, we took female food heroes from Tanzania and the Philippines to the conference, and they had a chance to speak out.
  • Fans who signed up to the campaign on tour had their pictures posted in our Fan Wall widget.
  • Some issues to raise? Drought or conflict? Somalia became a famine because of conflict on top of drought. Somalis fled to camps because of conflict, and this is probably the reason why we don’t think they will go home any time soon Direct programming vs remote? Somalia is off-limits, as were parts of Wajir at times – we work very effectively through trusted long-term partners camps vs communities? Require very different tactics – camps are arguably ‘Oxfam at its best’ – community work is arguably harder – isolated places, small numbers, different bespoke needs…….. Reason for fewer beneficiaries in Ethiopia…? THESE PHOTOS: Cash distribution in Turkana, run by Oxfam staff Water being supplied by Hijra – our partner in Afgooye, Somalia
  • THESE PHOTOS: Supplying water in Dolo Ado – a huge effort, successfully achieved Cash for work in Shenille, Ethiopia – supporting communities in isolated places
  • Poverty and suffering occurs all over the world, not just in developing countries. In the UK more than 13 million people live in poverty*, and Oxfam’s mission to ‘overcome poverty and suffering’ is no less applicable in this ‘rich’ country than it is abroad. Health and poverty This statistic shows that people in poverty are disadvantaged from the start of their lives and that it’s not their fault. The correlation between poverty and ill health, is shocking: Stark inequalities are found across a wide range of health indicators, from infant death to the risk of developing a mental illness. And a child born in the poorer Calton area of Glasgow has a life expectancy of 54, while those born in the more affluent Lenzie North area of the same city have a life expectancy of 82.9 Adults in the poorest fifth of the population are twice as likely to be at risk of developing a mental illness as those on average incomes. *The poverty line as used here – and by the UK government – is defined as 60 per cent of the median UK income. There is an ongoing debate about what ‘poverty’ means and how to measure it. However, most commentators agree that poverty needs to be understood in relation to typical living standards in society. Here is a widely-used definition from Professor Peter Townsend: “ Individuals, families and groups in the population can be said to be in poverty when they lack the resources to obtain the types of diet, participate in the activities, and have the living conditions and amenities which are customary, or are at least widely encouraged and approved, in the societies in which they belong.” Could do the quiz here to see what your audience already knows and to stimulate discussion
  • Through a network of partners in each country, we are able to work on a variety of projects across the UK, arising in response to local needs and delivered by local organisations.
  • CFW was done even before 1990s but CTPs in general caught momentum in 90’s. In the initial period, CaLP operated at a very small scale and focused on capturing and sharing learning and using these for training practitioners (mainly staff & partners of OGB, SCUK and BRC) Following on from the experience of using CTPs in tsunami response, Oxfam along with SCUK and BRC, initiated CaLP in 2006/07 to share learning and good practise in CTPs Over the years, Oxfam has become much bolder and innovative in its CTPs – eg. (i) Working with technology to transfer cash – MPESA, remittance companies in fragile contexts, (ii) working effectively with national banks at very low or no service charges – Pakistan and Ethiopia, (iii) research on the impact of CTP on gender relations, (iv) use of CTPs in non food sectors – CTP in shelter in Indonesia, CTP in WASH in Haiti etc.
  • • Basic needs grants. An unconditional once-off grant of 2,000 Haitian Gourdes (approximately USD50) to support households to cover their basic needs. There were 6,020 beneficiary households. • Community canteens. This was a five-month project to provide lunch for vulnerable families. There have been 195 canteens, with each canteen providing meals to 80 persons for eight weeks each (Monday to Friday). In addition, the canteens provide work to small restaurant owners who may otherwise have no source of income. There were a total of 3,662 households for the community canteens • Cash for work. This provided very poor or poor households with no skills with a source of income. Oxfam has worked with 4,656 households. • Livelihoods recovery grants. These were grants of 5,000 Haitian Gourdes (approximately USD125) to enable beneficiaries to re-start / start small businesses. Grants have been provided to 12,303 households so far. • Small enterprise generation toolkits. This activity is planned for Phase 2, beginning in August 2010. These toolkits are to be provided to 1,302 people who have a trade of specialist skills (e.g., plumbers, bakers, builders etc) to re-establish their trade, thereby contributing to the economic recovery. The target for these grants are the middle households, rather than the very poor and poor. The toolkits are valued roughly at USD500 per kit. In total, there have been 24,938 beneficiary households, or 124,690 individuals.
  • Marie Carole Boursiquot was one of 56 women who ran Oxfam’s first community canteens in Port au Prince, for two months from March to May. Oxfam supported her financially so she could feed 80 of the most vulnerable people in her community and make a profit for herself, as a first step to regaining her own means of subsistence..... “Things were difficult right after the earthquake, but we’re Haitian so we have to get up and move forward. Then there was the community canteen and that work really helped me; I was able to set some money by to start my business back up. Now I have my own stall again. Every week, while I had the canteen, I would put aside some of the profits, 1,000 gourdes here and 1,000 gourdes there, and I would send the girls out to buy things for my shop; I also borrowed a little money so that I could buy the rest of the stock. Now I am selling all kinds of things; rice, sugar, beans, pasta, coal…”
  • 1. Unconditional grants:’ In areas where Oxfam is already operational (IDP response including cash transfers), unconditional cash grants to cover immediate food needs. This started immediately, and blanket coverage of affected population was done. 2. Asset protection : In areas where some livestock was not been totally washed away, fodder distribution and vaccination and deworming campaign for livestock asset protection was taken up. 3. CFW/VFW: supporting income of poor households whose sources of income have been affected. work component included: cleaning of own households and/or rehabilitation of infrastructures and/or rehabilitation of agricultural fields (cleaning sand and rubbles et rehabilitating irrigation canals). Based on the rapid assessment conducted by Oxfam and its partners in various districts affected in KPK province, the main food security and livelihood needs were: Immediate support to meet food needs of directly and indirectly affected households Support to access income to meet families’ basic needs in the short- and mid-term Asset protection for livestock The first phase strategy included three axes: Unconditional cash grants : (approx. 5000 hhs) In areas where Oxfam is already operational (IDP response including cash transfers), unconditional cash grants to cover immediate food needs. This started immediately, and blanket coverage of affected population was done. Asset protection: ( approx. 8000hhs/56000people) In areas where some livestock was not been totally washed away, fodder distribution and vaccination and deworming campaign for livestock asset protection was taken up. Cash/Voucher for Work (16400 hhs/114,800 people) to support income of poor households whose sources of income have been affected. The work component included: cleaning of own households and/or rehabilitation of infrastructures and/or rehabilitation of agricultural fields (cleaning sand and rubbles et rehabilitating irrigation canals). Following the flood and the lack of fodder, some households who have not lost their livestock might have to slaughter them or might loose them due to the lack of livestock feed and/or due to waterborne livestock diseases. All households in the targeted affected villages, irrespective of their wealth status prior to the flood or of the extent of losses due to the flood. The absence of targeting is justified by the need to act quickly and by the aim to cover immediate basic needs for the population in most affected areas. There will be no work requirement attached to the grant. One of these livestock asset protection projects will be implemented within the current ECHO project in which 5,000 households have benefited from restocking in April-June 2010. A cost extension was looking at targeting more beneficiaries, but will be redirected to support protection of the assets that have already been distributed.
  • MALYARA GUJAR 65, making a quilt as part of Oxfam's cash for work scheme. She is a widow and has 4 girls, 2 boys 'We donâ t have any money for medical bills, said Malyara Gujar. We are poor people. Everything we had was damaged in the floods. Everything. ' These women in Ingorederai village, Bunn Union Council Lower Swat are making winter quilts. They'll be distributed to some of the worst-hit flood areas and also provide a cash income for the women themselves, who also lost livestock and household items in Pakistanâ s devastating floods ...The cash-for-work project, organized by Oxfam and its local partner, Lasoona, is giving women a chance to earn money for basic necessities and also helps to take their minds off their daily difficulties.. Programme Information Several months after Pakistan was hit by devastating floods, aid agencies are warning that the approaching winter could usher in a new crisis with fears that flood-affected families in the north, who lost homes and belongings, will be ill-prepared to deal with sub-zero temperatures. There are fears that harsh winter climates could lead to a steep increase in illnesses, including pneumonia and other respiratory diseases. Oxfam as been distributing thousands of winter kits to some of the worst flood-hit communities in Upper Swat, in Kyber Pakhtunkhwa (KPK) – areas where temperatures can fall below 15 degrees Celsius and are often cut off by heavy snows. The agency says there is an urgent need for the government of Pakistan and the donor community to support ongoing emergency and early recovery work.
  • Wild Fruit and Animal Skins. Many families have gone for weeks living only on wild fruits they find on local bushes. These fruits must be boiled for several days before they can be consumed. Dried animal skins are also used to stave off hunger for a few hours.
  • 1.4m people in Somali region of Ethiopia needed humanitarian assistance (G0E) Oxfam provided CFW (@600 birr for 15 days work/mth) to affected hh but we also wanted to increase availability of food in the region and encourage women traders, so we combined our CFW with grants to women’s groups for trading in food commodities. This has dual purpose (i) increase availability of food at affordable prices and (ii) women’s economic empowerment The market support involved a start-up grant to the women’s groups to obtain the necessary food stocks (provided in kind), followed by cash support to pay for transport costs in one to three additional re-stocks, depending on the capacity of the group to fund this independently of Oxfam. Training in business skills and tools for trading were also supplied. The team decided to pilot this approach with five groups and has scaled it up to an additional 11 groups. This was planned as a cash grant but most women’s groups felt in-confident to deal with large cash and also feared that the cash will be taken away by men in the household to buy chaat. Therefore, Oxfam facilitated the link between wholesalers and the women’s groups and paid the wholesaler directly on behalf of women. This is the Fatuma Ali Wise (mother of 6). She is a member of the Damal women’s group in Ayesha woreda. “Don’t remind me of this time!” Fatuma throws her hands up as she explains. During the worst of the drought, Fatuma was pregnant with her youngest child. Her husband was away (he had migrated out of the village to look for work) when she gave birth. Without any income, Fatuma was forced to purchase everything, including food, on credit, which led to her building up more and more credit. Eventually the store where she was buying from stopped extending credit to her, which cut off the supply of food to Fatuma and her family. Fatuma had no means to pay back the credit she had amassed, but this didn’t stop the shopkeeper hounding her to pay it back, even coming to her home to quarrel with her. “ But it affected not only the food we eat; our children’s education suffered, also.” Fatuma was unable to buy the books that her children needed for school.
  • L-R, Aramla Salim, Fatima Shene and Kartouma Abdullahi . In times of food shortages, women dig up ant nests to find grain the Ants have stored. The grain , known as 'Fonio". is sieved to separate it from sand. Aramla: "When I do not have enough to eat, I start by relying on the wild herbs which grow after the harvest is over. However, because the rainy season has been so bad this year, there are no wild herbs now. So I have to look for cereals in ant nests."
  • On average the amount distributed varies between 40 and 45£ per month. In Agadez we provide 42£ but it covers only 60% of food needs (food is more expensive there), the rationale is that people benefit from other sources of income and food (counter seasonal cash or food crops such as onions and potatoes). In Chad, we provide cash, vouchers and in kind (WFP rations) depending on appropriateness of the response
  • Djene’bou Kone’ is among the poorest in her village. She is a beneficiary of Oxfam’s long term CTP that involved cash grants in 3 instalments at specific times (acc. to the seasonal calendar) in the year for (i) consumption, (ii) protection of assets and (iii) promoting production. Earlier Djene’bou had to struggle to get past the hunger season but because of the CTP, she was able to eat welll throughout the hunger season and also invested the money to start a business. She bought Maize at lower rates (50CFA/kg) when food prices were low and sold it at higher rates (above 75CFA/kg) when the prices went up.
  • Welcome to this global brand identity workshop.
  • Welcome to this global brand identity workshop.
  • We need a singular description of ourselves. This is tricky even in just one country. We want this so that we can tell people why they should listen to us in their busy days.
  • We need a consistent look and feel to help people know us. These are examples of how the brand looks across the globe – this is how the brand looks and how communications work. The argument that it doesn’t matter if each country is different is no longer valid due to the growth in global media.
  • Research showed us that people are looking for change, to take control of our own lives. We also learnt about Oxfam and what people wanted to hear – that we have innovative, tangible solutions, and for us to tell them what is unique about us – that we work to fight poverty with strong, simple solutions, but that we campaign for change that lasts and have amazing ways for all of us to be involved.
  • Welcome to this global brand identity workshop.
  • Welcome to this global brand identity workshop.
  • Oxfam is a global movement for change . A network that empowers individuals, communities and organisations to build a future free from poverty .
  • Welcome to this global brand identity workshop.
  • Welcome to this global brand identity workshop.
  • Welcome to this global brand identity workshop.
  • Our advertising should reflect the flexibility and richness of our global identity. Use our patterns, typefaces and imagery alongside compelling and clear messaging to create advertising that is distinctive and impactful.
  • Inside spreads The simple approach to the cover layouts continues with the inside spreads. Page designs allow us to create a diverse mix of publications. The dividing line carries over from the front cover to create a device for separating content.
  • Inside spreads The simple approach to the cover layouts continues with the inside spreads. Page designs allow us to create a diverse mix of publications. The dividing line carries over from the front cover to create a device for separating content.
  • Welcome to this global brand identity workshop.
  • In tough economical environment we are still number 1 charity. MOST PROFIT 2011 LEAGUE TABLE AND LOWEST COSTS ON RENT AND STAFF ALSO. We generate the most profit from our network and we are stronger as we are much more efficient at generating profit than our competitors. For every £1 we spend on our retail network we make 44 pence profit We have lowest rents and lowest staff costs so we really are focussing hard on controlling costs BHF beat us on profit per shop per week
  • NOTE: Can we make these two slides match up? 27mill vs 25.9mill – no! –see note We are hoping for this success to continue, we have just finished 2012 and we are 2.9m above our budget Best year ever, even better than 2005 when the tsunami boosted our profits significantly with increased donations. (NB: This 25.9 figure includes a few million worth of internal recharges not shown in previous slide)
  • Pause. Then summarise
  • Represent oxfam by improving the connection between shops and Oxfams Programme work in Shop Experience pilots. This is not the finalised images of what we will be doing but demonstrate some of the things we will be aiming for with the objective of Linking the UK public with Programme work through the shops.
  • Bra Hunt good example of representing Oxfam. Linking shops to Oxfams Programme work. Using Shops as a way of communicating Oxfams work and reaching a wide audience using our high street presence and gaining extensive press coverage (Sunday Times article and many more).
  • We have been speaking to the shop network in the last year using the volunteer survey and at shop conferences. We wanted to listen to shop teams to understand how we could support them more. These are some comments we received in the volunteer survey. Volunteer survey background if you need. 20 th – 31 st January 194 random shops selected 903 responses, mainly online 15% of potential respondents All operations/area patches covered 31% gave additional feedback through a free-text box
  • The feedback from the volunteer survey as well as from the retail line (in meetings and Shop conferences), has helped begin to shape what ‘Supporting each other’ means to the shop network and fed through potential ways in which we could we achieve this.
  • Aim to increase donated sales. Four reasons why sales go up: Marks & Spencer relationship will give more stock Drive on donations in shops Sort out theft issues in banks Sainsbury carpark exclusive deal will again give more stock Stock acquisition is still essential. Corporate donations very important. New initiative Shwopping of the back of One day wardrobe clear and success of our relationship with MS. Reduce theft from donation banks Secured deal with Sainsbury’s for donation banks. The plan is to grow like for like by 2.6% (we have asked shops for 3.5%) + get existing shops open to hit business case (average shop is £51K NSC)
  • Oxfam Connects 2012

    1. 1. Welcome toOxfam Connects 18 May, 2012
    2. 2. Session 1:What can we learn?
    3. 3. What can we learn? The GROW Campaign in 2011/12Phil Bloomer, Director of Campaigns & Policy
    4. 4. Why is the GROW campaign so important?
    5. 5. CONTEXTClimate Change: global temperature is on course to rise by 3.5°CWater: 3 billion people live in areas where demand outstrips supplyFood Prices: prices are set to rise by 120-180% by 2030Agricultural Production: amount of arable land per head has halvedsince 1960Land & Water: up to 227m ha of land have been sold, leased orlicensed, largely in Africa & mostly to international investors in 1000s ofsecretive deals since 2001Energy: Government biofuels subsidies totalled $20 billion in 2009
    6. 6. Demand for food is increasing 4500.00 Milk and dairy (excl butter) 4000.00 Meat (carcass weight) Vegetable oils, oilseeds and products 3500.00Million Tonnes of food Pulses 3000.00 Sugar 2500.00 Roots and tubers Cereals, food 2000.00 1500.00 1000.00 500.00 0.00 1969/71 1979/81 1989/91 1999/01 2030 2050 World food production must rise by approx. 40 % by 2030 to meet increasing demand (Source: UN 2008)
    7. 7. What is GROW?
    8. 8. The goal of GROW: A future where everyone on theplanet always has enough to eat The GROW video: http://www.youtube.com/watch?v=IEncHWEjLTI
    9. 9. GROW campaign objectives:2.‘Growing movement’ for a better future3.Stop land and water grabs by corporations and countries4.Win global climate change deals5.Invest in productivity, resilience and sustainability small scale food producers6.Respond to global food price crisisOur single priority campaign until 2015.
    10. 10. What has happened since the launch?
    11. 11. MOVEMENT BUILDINGMovement-buildingthrough conversation,through the year;independent of‘events’.At least 37 millionpeople worldwide havebeen reached so far.
    12. 12. FEMALE FOOD HEROESA global campaign project based on the idea of identifying champion small-scale food producers through a popular competition. Run successfully inTanzania, in development in Nigeria, Philippines, South America, Russia,Armenia, Tajikistan, Quebec and Burkina Faso.
    13. 13. LAND GRABS‘Land and Power’ report from September 2011 highlights the recent growthof land grabs‘ and the disastrous consequences for poor communities, whoare often evicted without consent or compensation. In Dec 2011, the Ombudsman of the World Bank’s International Finance Corporation accepted our joint complaint with local communities and partners. We are now part of a mediation process to achieve justice for the affected communities.
    14. 14. ON TOUR WITH COLDPLAYOxfam is taking GROW on tourwith Coldplay, on the band’s 2012world tour. This is a greatopportunity for us to try out ourconversational approach to publiccampaigning.The team have just returned froman epic tour leg in Canada and theUS – find out more about theirescapades here:http://oxfamontour.org/coldplay/
    15. 15. THE INTELLECTUAL DEBATEPlatforms include:- Foresight Global Food and Farming Futures High Level Stakeholder Group- Global Food Security programme board
    16. 16. What can we learn from GROW so far?
    17. 17. SUCCESSES & CHALLENGESSUCCESS: CHALLENGE:Oxfam as a global leader on Campaigning on GROW in thefood justice in a resource- UK has been a real challenge.constrained world, gathering We also faced difficulties aroundour views on climate, land, landgrabs campaigning.water and inequality. Avoiding old or complexWorking with others, built a narratives when speaking aboutvibrant national campaign in hunger to not turn off the public:many developing countries. - Now: inequality - Future: resource constraints
    18. 18. Sign up to the campaign here: www.oxfam.org/GROW
    19. 19. East AfricaJane Cocking, Humanitarian Director
    20. 20. The worst crisis for 60 years?• High levels of existing vulnerability• Dire predictions from mid-2010• 2010 - Oct-Nov rains failed• 2011 – April-May rains failed• 2011 – July Oxfam launches Appeal• 2011 – July UN declares a Famine in parts of Somalia• 13 million people affected
    21. 21. What we did• Scaled up existing programmes in Somalia, Ethiopia, and Kenya• Opened new programmes – eg Dolo Ado• Increased support to existing partners and found new ones• Supported 2,828,500 people from July 2011 – March 2012
    22. 22. UK PovertyProgrammearound the world.Fighting poverty And just around the corner.
    23. 23. 1 in 5 people in the UK live below the poverty line.The life expectancy for a man in Calton, Glasgow, is54 – 10 years lower than the average life expectancyin Bangladesh.One in four children only have one hot meal a day –their school lunch.Almost one in five lone parents cannot afford twopairs of shoes for each child.
    24. 24. Oxfam has a vision of everyone in the UK having enough to live onSo we work with others in three ways:• Develop projects to improve the lives of people living in poverty• Work with policy-makers to tackle the causes of poverty• Raise public awareness of poverty to create the pressure that is necessary for changeDiscrimination and prejudice play a large role in the lives of people experiencing poverty.That is why challenging negative attitudes to poverty and addressing gender and race inequality are integral parts of our work.
    25. 25. UKPP over the last year – some reflections• Worked with around 40 partners across GB, supporting some 5,000 people• Partners and beneficiaries varied from destitute Asylum seekers in south Wales to informal workers in Greater Manchester to crofters in the outer Hebrides• Livelihoods, Gender and Voice are building blocks of our programme
    26. 26. Advocacy and Campaigning• Engaged in Welfare Reform Coalition through every stage of the Bill• Initiated and led Cuts Watch coalition in Wales – influencing Welsh Govnt response• Designed and launched Humankind Index in Scotland – major contribution to thinking on wellbeing
    27. 27. Funding• Core funding from Oxfam • Many of our partners, especially remains small – but has been in England are struggling protected • Despite tougher funding• Hugely successful year for environment we now have the restricted income fundraising largest sustained restricted from UK Government, Unilever income funding UKPP has ever and Lottery in Wales known
    28. 28. What have we learned (1)?• Programme and Communications need to be more strongly connected• Reduction in state funded actions means more work led by and for communities• We need fewer and bigger projects to be effective
    29. 29. What have we learned (2)?• We need a stronger and more consistent public profile to influence debate• Our public role in tackling poverty in the UK is not widely understood – brings both advantages & disadvantages• Devolution matters• We can sell livelihoods work to funders
    30. 30. Session 1: Discussion Groups• GROW – Conference Room 1• East Africa – Conference Room 4• UKPP – Conference Room 2/3 (front)• Control Arms Campaign - Conference Room 2/3 (middle)• Evaluating our work - Conference Room 2/3 (back)
    31. 31. Session 2:A new approach to aid
    32. 32. Welcome to the Sylver Coast
    33. 33. Day 1
    34. 34. Day 2
    35. 35. Day 3
    36. 36. Day 4
    37. 37. Day 5
    38. 38. Day 6
    39. 39. Day 7
    40. 40. Oxfam’s Experience of Cash Transfers in Emergencies
    41. 41. Oxfam’s involvement with cash transfers
    42. 42. Trends in cash transfer programmingin Oxfam
    43. 43. Trends in CTP in proportion to total humanitarian spend
    44. 44. Trends in CTP in proportion to total humanitarian spend
    45. 45. Donor trend in cash transfer programming
    46. 46. January 2010Earthquake killed approx. 230,000 and displaced approx. 2 million in Haiti
    47. 47. Cash transfer programme in Haiti
    48. 48. Cash grants for community canteens Marie Carole Boursiquot
    49. 49. July 2010Approx. 20 million people were affected by the floods in Pakistan
    50. 50. Pakistan Floods: Response
    51. 51. Cash for work for women`We are poor people. Everything we had was damaged in the floods.Everything!’ – Malyara Gujar
    52. 52. July 2011Acute malnutrition rates rose above 30% and the mortality ratesincreased to above 2 deaths/10000 people/day in SomaliaFamine was declared in parts of SomaliaHumanitarian emergency declared in the rest ofHorn of Africa
    53. 53. Horn of Africa Food Crisis: Grants to women’s groups in Ethiopia Fatuma Ali Wise, Damal Women’s group, Ayesha
    54. 54. Early 2012Food crisis in West Africa
    55. 55. Sahel Food Crisis: Response
    56. 56. Cash safety nets in MaliDjene’bou Kone’
    57. 57. Any Questions?
    58. 58. Session 3:Planning for the future
    59. 59. Oxfam Global Brand Identity Nick Futcher, Brand Manager
    60. 60. What do we mean by a ‘Brand Identity’? “The guiding force that informs and shapes the experiences you offer, the business models you design and the culture you inspire.” One of Oxfam’s most valuable assets
    61. 61. Why do we need a Global Brand Identity? £$€ 10%
    62. 62. What we need for a strong global identity
    63. 63. We need a single description of ourselves
    64. 64. We need a consistent look and feel
    65. 65. We need to be relevant to people’s lives, globally.
    66. 66. Brand DNA The PurposeWhat Oxfam is and it’s role in the world The Proposition What people get from Oxfam The Personality Who we are and how we act
    67. 67. The PurposeWhat Oxfam is and it’s role in the world
    68. 68. We’re a… A network that empowers individuals, communities and organisations to build a future free from poverty.We want We speak out We make thingsjustice in the for systemic happen hereworld change and now
    69. 69. The Proposition What people get from Oxfam
    70. 70. The Personality Who we are and how we act
    71. 71. Look & feel
    72. 72. Thank you
    73. 73. Any questions?Do you have any comments about our brand?How can we make sure that people in the UK knowabout and understand this new branding?What can we learn from your experience ofvolunteering with Oxfam to improve our branding?
    74. 74. Making the most of our shop network Andrew Horton, Trading Director
    75. 75. We have been doing really well… Shops +/- Total Total Total Profit Average Staff costs income costs Profit % of shop rent % of income pa income Oxfam GB 686 -7 £88M £61M £27M 31% £23,380 20% BHF 674 32 £133M £107M £26M 20% £31,176 25% CRUK 562 -11 £68M £48M £19M 29% £25,147 27% Source: Charity Finance League Tables 2011Note: ‘Total Profit’ does not include corporate recharges as these are different in different organisations
    76. 76. …we’ve just finished 2011/12 £25.9M …that’s £2.9M above budget!
    77. 77. Our strategy 2011-2013
    78. 78. Representing Oxfam
    79. 79. Representing Oxfam: Big Bra Hunt
    80. 80. Supporting each other: volunteer survey We have shop meetings every More time needs to be three months. Attendance at made available for shop these is good. These contribute to morale and the managers to speak to their feeling that what we each do team on a regular basis. matters.
    81. 81. Supporting each other Emerging activities…Shop meetings and Annual chats with the shopmanager.Area managers spending more time with shopmanager in shops.Improve our ability to recognise volunteers i.e.length of service.Best practice sharing to enhance managers abilityto delegate to their volunteer team.Mechanism for volunteers to feedback tomanagement.
    82. 82. Making Money Donated sales rise by 6%94
    83. 83. Fundraising in thecurrent economic climate
    84. 84. We raised £262.9 million from private donations, legacies and institutionsDonations andLegacies(including DEC)£115.2mGovt and otherinstitutions(including DFIDPPA) £147.7m
    85. 85. Our institutional fundraisingcomes from around the world
    86. 86. Our diversified income is helping us weather the double dip recession
    87. 87. Supporter Marketing Strategy on a page • Stabilise regular giving – Marketing campaigns – Face to face fundraising • Increase connection with existing donors – Emergencies – Giving Club – Events and Legacy giving • Grow new income streams – Community & Events – Major donors, corporates and trusts & foundations – International
    88. 88. Session 3: Discussion groups• GROW – Conference Room 1• Fundraising - Conference Room 2/3 (front)• Enterprise and development - Conference Rm 2/3 (back)• New global brand – Conference Room 4• Shop network – Conference Room 5
    89. 89. Thank you