Integration Afternoon (5 of 7) RSPB Letter to the Future 6 july 2010
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Karen Rothwell, Director of Marketing, RSPB presents Letter to the Future case study
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Integration Afternoon (5 of 7) RSPB Letter to the Future 6 july 2010
- 1. Karen Rothwell Director of Marketing
- 3. An idea… Climate change and biodiversity targets RSPB objectives: advocacy, income, brand Govt. recession responses: pre and post election
- 7. Campaign Timeline S O N D J F M A M J J A S O N D J F M A M Staff Members Public launch F2F GE advocacy Budget advocacy Devolveds
- 8. Signatures will help show politicians that people care
- 9. Organisational development Membership, brand and getting our ducks in a row
- 17. 239,360.... ... and counting
- 21. 412 Parliamentary Candidates 95 MPs 1 Chief Secretary to HMT
Notes de l'éditeur
- Integration not new to us – years and years of combining advocacy campaigns with appeals and lead-generation/conversion. But LTTF campaign our biggest to date – and the only one that started from a brand development point, not fundraising or advocacy.
- Against backdrop of a failure to halt biodiversity loss, and even bigger catastrophe threatened by failure to deal with climate change...comes the recession. Billions being spent - creating huge deficit that would impact future generations. Some of it detrimental to the future eg scrappage scheme. Advocacy driver to demand that some of the billions spent on keeping nature in our world and tackling climate change. And not to sacrifice these when the cuts come. This kind of high profile message spot on for brand development - RSPB not a bird club, but a movement for delivering for all nature and on a wider environmental agenda. Getting an accurate message out there would bring income benefits too – aiming for non-supporter sign-ups for conversion, and financial support from members. Alan Clayton’s spark of genius – he put these all together. Saw the wood for the trees.
- Here’s an example concept from the original presentation – articulates the rational proposition and the emotional presentation. Emotional brand development about bringing green issues close to home – through children. What kind of world will we leave to them? Knew it was big and exciting – and new – and had to get Conservation and PAs Directors, and HOD sust devt and PR excited too. TGA worked up creatives and pitched to this small but important group. Excitement regined!
- The idea of writing a letter to the future core to the campaign – to lift people out of the here and now, to bring to emotional life to the ‘here and now’ decisions. And to demonstrate the power of the movement – collect 100’s of 1,000’s of signatures to show politicians at key decision points over a two year period.
- Intention also to move beyond ’send/respond’ transaction, and for letter to gain a life of its own – a pandemic spread through social media, word of mouth etc.
- Designed campaign to last nearly 2 years. Key advocacy milestones create a series of ‘reasons to sign now’. Start with trustees, board, staff and vols, celebs, then to members and then to non-members – rolling pandemic idea. Growing numbers making it easier to keep growing.
- Advocacy objectives – commitments to nature conservation in GE manifestos. Nature protected and actions for climate change secured in emergency and November 2010 budget. Ditto for 2011 devolved elections.
- Income – more non-members with better than average conversion rate – target 10% Volume name-gathering through summer. Member financial support for advocacy work. Demonstrate desired brand positioning – rational and emotional.
- Moving on to barriers of integration – biggest by far the difficulty of grasping combined objectives! Feature of big organisations with big silos? Expressed in many decisions – eg why did we want proper data collection if it’s really about advocacy? Why struggle with ways of making it high profile if we could get all the signatures we need from our existing members? Why risk this message for an appeal when we could go with a safer story? Other barriers less about integration - but important!
- Many of these not specific to integration, but had to be overcome. From my perspective, the last the most significant. Little reputational risk of a new creative failing – but big risk for a major advocacy campaign if not successful.
- Does integration mean dilution? High profile of advocacy for us meant every word and image scrutinised by Chief exec and many others. Did we lose something in this process?
- Did it work? Advocacy objectives first – said we wanted 200k by time of Westminster election – yes! Minimum 300k by next May – or 500k!
- We did get some good manifesto commitments...here for nature
- And for climate change
- We delivered the 200k + signatures to Downing street 2 weeks after coalition govt formed (26 May)
- The chief secretary to HMT signed the letter! (before the election..)
- Now in months to November budget, those signed up being asked to contribute to CSR consultation, to write to Defra minister, to contact local MPs etc etc. Core group able to mobilise as things progress. And able to show members what we’ve done – movement, not club.
- ...so won’t get full picture for several months
- But organisationally, we’ve taken a big step forward. We’ve shown a campaign can work over a sustained period and against advocacy, brand and income objectives. We’ve set up effective cross-RSPB working practices. We can present ourselves as our supporters see us! We can only go forward from here!