This document summarizes key findings from the Communications Benchmark 2012 workshop on crafting an effective communications strategy. The workshop addressed how communications is viewed within organizations, the status of communications functions and resources, and challenges posed by the economic recession. Communications professionals expressed concerns about lack of strategic direction, siloed departments, and stretched resources limiting their ability to achieve goals. However, some saw the recession as forcing greater organizational focus on demonstrating impact and value through communications.

1. Mission Critical: Crafting
Your Communications
Strategy Workshop
30 May 2012
#CommsStrategy

2. “Forewarned, forearmed”
Insights from the Communications Benchmark
Vicky Browning and Jamie Matthews
2

3. 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?
3

4. Strategy issues mentioned in the Benchmark
“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”
4

5. 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?
5

6. Attitudes toward comms
“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”
6

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 2012
7

8. 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?
8

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 2012
9

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 Marketing
10 Benchmark 2008

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 Marketing
11 Benchmark 2008

12. The rise and rise of online and social media
“My organisation doesn’t understand what it
wants from digital or how to use it to support its
work”
“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. 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 2012
13

14. 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?
14

15. Integration
“Comms is too centralised. It should be a function
of 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 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”
15

16. 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?
16

17. Staff
“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”
“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. Budgets
“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”
18

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 2012
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20. Challenges presented by the recession
“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”
20

21. Rising to the challenge
“We have recognised the need to understand our
audiences 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. 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 2012
22

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