Max du Bois, Spencer du Bois Brand development conference www.charitycomms.org.uk

1. Evolution or
revolution?

2. Right brand

4. Brand
Brand is a way of building
and using your reputation
to persuade people to act
in a way that will help you
achieve your goals

5. Why?

6. Year
No. of
charities
£bn
No. of big
charities
%
2013
163,915
58.48
958
57.3
2008
168,354
48.4
747
53.0
2003
164,781
31.62
460
44.9

7. The squeezed middle
Large
Size
Small
Generalist
Specialism
Specialist

8. Market changers

10. If you immediately ceased
to exist, what would the
difference be?
Short term
Long term
Unique
Important

11. Your goals
What you do
How you do it
Coverage

13. Goals

16. • However, for every pound that we
spend in a country we are able to
lever in an additional £12 from
international or government funding
sources, or by persuading governments
to use the funds they have in support
of family-based care. This helps us to
reduce the problem by a factor of 12
down to £800 million. [£9.6 billion/12].
• If we approach this problem over the
course of our lifetime, say 30 years, then
we can reduce the cost further to £27
million a year job [£800 million/30 years].
• So in order to leverage additional funding
in for reform at one to 12 over thirty years
in a way that will see the eradication of
institutional care we need to be able to
spend £27m per year. We estimate that
the annual we will require to achieve this
level of impact sustainably, year on year,
is £31 million.
• So Step 4 - closing the gap - sets out
how we will lift income from around
£27 million a year to £31 million a year.
8 million children
every year, and b) raising £31m pa to
achieve this in a way that leverages
£300m pa for use by governments, NGOs
and others for global child care reform.
In addition to the evidence which suggests
that significant funding will be made
available for global child care reform,
there is further evidence to suggest that
there is scope for significant growth in
revenue of medium sized (£1m - £10m)
UK charities. For example, between 1999
and 2011 the number of charities which
became large (>£10m) almost trebled
from 307 to 901. During this same period
the sector’s gross income increased from
£23.74 billion to £55.87 billion. Even in
spite of the recession, overall, income
across the charity sector has remained
resilient with a slight increase of 1.5%
by 2010 on pre-recession levels in 2006.
Meanwhile, in the NCVO 2011 survey,
children and overseas charities were
ranked third and fourth in what people
continue to give to.
x £1,200 per child
s problem to:
1:12 leveraging reduce
0 million
£9.6 billion / 12 £80
£27m per year
r year
need to spend £31m pe
quired
Investment of £11m re
reach - Organisational strategy.
Institutional care of children damages
children, families and society.
It’s an injustice that violates human rights.
It’s unacceptable and unnecessary.
Love is an evidentially proven necessity for
the development of7.2 How we will secure the resources that w
children’s brain function.
need to deliver this work over the next five
Family based care isorder to deliver this work we will need
In the best way to
to generate and secure the necessary
resources.
deliver love.
£9.6 billion problem
£800m / 30 years
national child care reform, and we will
ii. Gathering th
further expand our impact, indirectly,
and solution
through technical assistance and harnessing
as well as co
regional networks to influence global policy.
establish the
We will also work across a network of
validate the
partners to establish the foundations for a
based care f
coordinated global movement that will set
be delivered
about the eradication of the institutional
care for children.
iii. Developing
and partners
In achieving this goal, by Dec 2017 our
policies and
deliverables will include:
the transitio
to family-ba
i. The development and implementation of
Country Strategies which will map out
iv. Developing
how we will achieve the eradication of
the capacity
institutional care in each country, what
reform by ex
progress will be made toward it over the
and develop
next five years, and how this progress
Asia and So
will contribute to strengthening a regional
fundraising s
including the
identification
trends.
Our goal (2):
Institutional care cannot do this.have grown the
By December 2017 we will
annual voluntary and grant income available
for spending on our programmes and
advocacy to between £6.3m and £9.7m pa,
and we will be generating enough revenue
overall to ensure an increasing surplus that
can be made available for reinvestment
in further sustainable growth toward
enabling us to achieve our programmes and
advocacy spending target of £26.7m pa
ii. Developmen
a plan that w
on year inves
capability.
We’re leading partnerships that bring people
iii. Developmen
five
together to work with children to develop a year stra
investment t
current inco
range of ways that will eradicate institutional grow ne
and
iv. Increase our
care for good.
In achieving this goal, by Dec 2017 our
front line fun
deliverables will include:
i. Completion of market assessments
across existing and prospective
ensure that
the revenue
develop our
Developing our global rea

17. What

19. Hunger is about more than people think
Tackling hunger takes less than people fear

20. Identity in action
Our leaflet and posters combine all the
elements of our brand. It is through our
literature that people will find out more
about us and our mission.
Our materials can use a combination
of images, graphic shapes and our icons to
allow you to target different audiences and
tones of voice, while remaining distinctly
Concern.
Use Rockwell for headings and
subheadings. They must be engaging,
informative and concise. Avoid writing long
headings. The typeface family includes a
variety of weights, offering extensive design
flexibility. Typography should be strong,
distinctive and clear. Headings have no
fixed size. Bold text and colour can be
used to provide emphasis.
There must always be good contrast
between text and the background colour/
image.
If using type on images the background
must be clear with excellent contrast and
visibility.
Raising awareness
Leaflets and posters

21. How

22. The need
One in seven
people in the world
live in poverty
Last year VSO helped 20 million people fight
poverty but there are still billions of people
in Asia, Africa and the Pacific who desperately
need our support.
• 1.4 billion people survive on or
below US $1.25 a day
• Malnutrition affects 13 million
children globally and kills 3.5 million
children under 5 each year
• Rising food and energy costs have
pushed an extra two billion people
dangerously close to the poverty line
And the effects of poverty cut even
deeper. Poverty denies people of choices
and opportunities. It needlessly blights
people’s ability to build a future.
• There are 155 children for every
primary school teacher in Ghana
• There are only 17 anaesthetists
for the Ethiopian population of
90 million people
Poverty means chronic
hunger and malnutrition.
• More than 60 million people
go to bed hungry every night
in Bangladesh
It means suffering preventable diseases
such as malaria, measles and tuberculosis.
It means not being able to go to school
or a clinic. It means not having clean water
or sanitation.
• Women remain the poorest,
the least educated and the most
likely to have their health and
security threatened
But people around the world are turning
back this tide and we are making progress.
With VSO you can help use the power of
people to continue to drive lasting change
for more people.
With VSO you can invest in people’s
resourcefulness to tackle their poverty
and build their own futures.
How we make a difference
In short
Last year VSO helped 20 million people fight
poverty but one in seven people around the
world still lives in poverty.
Poverty means chronic hunger and
malnutrition. It means suffering preventable
diseases such as malaria, measles and
tuberculosis. It means not being able to go
to school or a clinic.
Poverty denies people of choices and
opportunities and needlessly blights their
ability to build a future.
But we are turning back this tide and we
are making progress.
With VSO you can help use the power of
people to continue to drive lasting change.
VSO is the world’s leading
independent international
development organisation
that works through volunteers
VSO works in the countries where we can have
the most impact tackling poverty. We work to
understand the needs and challenges faced by
people and then focus our resources and apply
our expertise where we can be most effective.
Our programmes are moulded
around local need and context,
and they are often very different
from one country to the next.
We know the best, most sustainable
development is locally owned.
The causes and symptoms of poverty are
interwoven and we have developed major
expertise in four development areas;
health/HIV and AIDS, education, secure
livelihoods and governance.
We also work on issues which cut across
all of these areas: gender inequality,
climate change, youth empowerment and
community participation.
How do we make
change happen?
Edu
Health
To improve the quality and availability
of essential health services we:
• train community nurses, doctors,
clinical officers, midwives and
environmental health officers
• provide skilled nurses, doctors
and other health professionals
to support local practitioners
• help communities to engage
with their government and
service-providers to demand
better health policies and services
• train home based carers,
community health volunteers
and youth peer counsellors in
HIV and AIDS work, including
testing, counselling, quality
care provision, laboratory
techniques and addressing
stigma and discrimination
Our action leads to better healthcare for
millions of people, lower maternal mortality
rates, fewer deaths from preventable
diseases and better national and regional
health policies and services.
Last year VSO supported our partners
to reach 6,021,168 people with better
quality health services and trained 6,495
health practitioners.
With our partners, we also reached
2,657,085 people with HIV and AIDS
services and trained over 7,439 HIV
and AIDS practitioners.
To im
avail
• tr
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• pr
de
sc
• su
en
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an
• su
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Last
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23. Coverage

25. talk
about it
fundraise
change the
statistics
stop this
give you
the facts
raise
awareness
support you

26. Redefine

31. Re-engage

33. Positive
Steps
08
7/
00
2
Annual report
and accounts
08
7/
00
2
The Ramblers’ Impact Report
Annual report
and accounts
2009
Positive
Steps
The Ramblers’ Impact Report
Get walking
Keep walking
2009

35. Complexity
to clarity

37. NUS brand positioning
What NUS should be
known for:
Championing students.
What we believe in:
Representing the realities
of students’ lives.
The power of students to
drive change.
What we want:
To shape the future of
education to help create a
fairer, prosperous society.
What we’re doing:
Ensuring students can thrive.
How we act and how
we sound:
Pragmatically provocative
Insightfully authoritative
Energetically inspiring.
The lasting impression
we create:
7 million student voices.

41. Initiatives level 1
Initiatives level 2
TIONAL CE
NA EREN
CONF
2014
Initiatives level 3
ZONE ERENCES
CONF
2014
DENTS’
STU S
UNION
2014

42. Merge

44. Campaigning
Fundraising
proposition
Products
Products
Products
Brand
Advocacy
Service
delivery

45. Preferences
Behaviour
Brand
Communication
Products
Benefit of the doubt
Audiences

46. Go for everyone,
get no one

47. Audience:
the main focus
What action do we want them to take?
What do they currently think about us?
To make them act, what do they
have to think?

48. DREAM
Drop
Retain
Evolve
Acquire
Manage

49. Evolution or
revolution
Relevant
Inspiring
Goal focused
Hard working
Targeted

50. Q
s