Joe Jenkins, director of fundraising, communications & activism, Friends of the Earth
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
5. Do you need to
integrate structures
to break down silos?
6. Our Vision: A new, positive relationship between people and the environment.
7. • International federation – over 70 countries
• Grassroots network – approx. 200 local groups
• EWNI office – approx. 150 staff
• Spend around £10million every year
• Dependent on individuals for over 90 per cent of
income.
• Awareness 80% / 1%
Friends of the Earth
8. • Over a decade of successful growth
• Massive campaign success
• Dramatic changes in external environment
• Green gap
• Awareness, income, supporter numbers and influence
facing decline (alongside our impact in real world)
• Financial gap
Context – our challenge in 2009
9. A new approach – integration at its heart
INTEGRATION
Strategy
Structure Processes
Culture
10. A new approach – integration at its heart
INTEGRATION
Strategy
Structure ProcessesCulture
13. New SMT – Part 1
Executive Director
Managing Director
Director of Policy &
Campaigns
Director of Fundraising,
Communications & Activism
Director of Resources Director of Organisational
Development
14. New SMT – Part 2
Executive Director
Director of Policy &
Campaigns
Director of Engagement
Director of Operations
15. A new approach – integration at its heart
INTEGRATION
Strategy
Structure Processes
Culture
16.
17. Organisational Strategy
10 year GOALS
Engagement Programme
3 year OBJECTIVES
Engagement Strategies
3 year STRATEGY
Business Plans
1 year TARGETS
Strategic Framework
18. • Replaced 4 strategic programmes
• Prioritised approach
• Single reference point for engagement
• Hierarchy of Objectives
• 5 organising ideas
• Foundation for detailed strategies
• Sets high level KPIs
• Identifies key project requirements
Engagement Programme Overview
21. • One organisational segmentation
• Increasing our audience insight
• Improving our targeting
• Introducing new ways for people to get
involved.
Engagement Programme Focus
22. • Formed cross-organisational working group
• Consolidated all existing audience research
• Identified need for shared understanding of target
audiences
• Identified and addressed key strategic (audience)
questions
• Agreed new organisational priority segments
Approach to audience strategy
27. • Established cross-department working group
• Used Hierarchy of Objectives to inform project brief
• Used Engagement Programme to inform approach
• Established shared language on audiences
• Shared understanding of different requirements
from brand
• Engagement Management Team supported conflict
resolution
• Collaborative working on design & delivery
• New structure/processes enabling rapid pace
Refreshing the Brand
28. Promise
What you can expect from us
A fresh perspective and ways to act with others to
create a better world
33. Started as FCA
Head of Fundraising
Director of Fundraising,
Communications & Activism
Head of
Communications
Head of Activism
34. Engagement Directorate
Head of Supporter Gifts
& Engagement
Director of Engagement
Head of
Communications &
Experience
Head of Mobilisation &
Activism
35. • Early integration of management team
• More positive/consistent use of “cascade comms”
• Regularly brief and agree key messages with managers
• Established schedule of meetings (Annual Summit, EPM
Monthly, Monthly Managers, Weekly Senior Managers)
• Thematic Leads: Audience, Experience, Innovation
Engagement Management Structure
39. The Engagement Standard
What is it?
• The way we get stuff out the door
• Based on principles & behaviour
• Clear decision-making
• Empowering people
• Clear accountability
• Driving agility, speed & innovation
40. The Engagement Standard
What is it not?
• Another strategy
• … or policy
• … or process
• Permission to do whatever people want
• Locating decision-making in any one area
• The answer to all our ways of working
41. The Engagement Standard
How does it work?
• Only ONE decision maker for all “products”
• Experts provide input to inform decisions
• Directed by organisational standards
• Regular assessment of delivery
• Celebrating & challenging behaviours
• Underpinned by principles
44. Golden thread of Planning
The Strategy (to 2050)
including 10 year goals
The Business Plan,
including 3 Year Programme Objectives (2014-17),
and 1 Year Directorate Operational Plans (2015/16)
Team Plans (2015/16)
Individual Objectives/Targets (2015/16)
58. • New brand that works for all communications
• After several years of decline, income grew overall by 6%
• Turned around supporter base
• Major campaign wins
• Income projecting to grow significantly over next 5 years
• Developing first ever BHAG
Results
59. • Supporter Experience
• Implementing Digital First
• Rolling our Audience Strategy
• Embedding Engagement Standard
• Managing Single Supporter View
60. The best way to eat an
elephant is one bite at a time
61. Do you need to integrate
structures to break down silos?
No ….
… but it helps!
65. Visit the CharityComms website to
view slides from past events, see
what events we have coming up
and to check out what else we do.
www.charitycomms.org.uk