Evolution or revolution?

Right 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

Brand

Why?

Year

2013

2008

2003

58.48

48.4

31.62

163,915

168,354

164,781

958

747

460

57.3

53.0

44.9

No. of charities

£bn No. of big charities

%

Specialism

Size

Large

Small

Generalist Specialist

The squeezed middle

Market changers

If you immediately ceased to exist, what would the difference be?

Short termLong termUniqueImportant

Your goalsWhat you doHow you do itCoverage

Goals

This means that we need to start with the cost of the problem at a global level.

• There are 8 million children warehoused in institutions or at risk of being swallowed into them. On average it costs about £1,200 to prevent a child from being taken into an institution or to place them in family-based care over the period of a year. This means that we have a £9.6 billion problem to tackle [8m x £1,200 = £9.6 billion].

• 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.

• We estimate that we need about £11 million to invest in our organisational capability, especially fundraising to reach this level of operation. Over the next five years we will secure this financing and begin investing it in the development of our fundraising capability and in growing our impact.

Based on this calculation we will, over the next ten years, build our organisational capability toward a) benefiting a quarter of a 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.

Our goal (1):

By Dec 2017 we will be working directly with a focus on a small number of countries across four continents to demonstrate national child care reform, and we will further expand our impact, indirectly, through technical assistance and harnessing regional networks to influence global policy. We will also work across a network of partners to establish the foundations for a coordinated global movement that will set about the eradication of the institutional care for children.

In achieving this goal, by Dec 2017 our deliverables will include:

i. The development and implementation of Country Strategies which will map out how we will achieve the eradication of institutional care in each country, what progress will be made toward it over the next five years, and how this progress will contribute to strengthening a regional

In order to deliver this work we will need to generate and secure the necessary resources.

Our goal (2):

By December 2017 we will have grown the 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

In achieving this goal, by Dec 2017 our deliverables will include:

i. Completion of market assessments across existing and prospective

commitment to and action on child care reform.

ii. Gathering the evidence of the problem and solutions through a global survey as well as country specific research to establish the cost effectiveness and validate the better outcomes of family-based care for children and how it can be delivered.

iii. Developing strategic advocates and partnerships to influence global policies and leverage funding for the transition from institutional care to family-based care.

iv. Developing our capability to increase the capacity of other actors to deliver reform by expanding our reach in Africa, and developing new programmes in Asia and South America.

fundraising streams and geography, including the US and Europe, and identification of key opportunities and trends.

ii. Development and implementation of a plan that will secure significant year on year investment in our fundraising capability.

iii. Development and implementation of five year strategies that will use this investment to generate growth across current income streams and develop and grow new income streams.

iv. Increase our technical and senior front line fundraising capability to ensure that we are able to generate the revenue that will allow us to develop our global reach.

7.0 What we want to achieve in the next five years

7.1 The work we will do over the next five years

7.2 How we will secure the resources that we will

need to deliver this work over the next five years

8 million children x £1,200 per child

£9.6 billion problem

£9.6 billion / 12 £800 million

Investment of £11m required

£800m / 30 years £27m per year

1:12 leveraging reduces problem to:

need to spend £31m per year

14. Developing our global reach - Organisational strategy. Developing our global reach - Organisational strategy. 15.

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 of children’s brain function.

Family based care is the best way to deliver love.

Institutional care cannot do this.

We’re leading partnerships that bring people together to work with children to develop a range of ways that will eradicate institutional care for good.

What

Hunger is about more than people think

Tackling hunger takes less than people fear

Concern: UK brand guidelines44

Identity in action Raising awarenessLeaflets and posters

Our leaflet and posters combine all theelements of our brand. It is through ourliterature 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.

Concern_Guidelines_180113_4colour.indd 44 13/02/2013 11:04

How

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. It means not having clean water or sanitation.

One in seven people in the world live in poverty

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.

In short• 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

• There are 155 children for every primary school teacher in Ghana

• There are only 17 anaesthetists for the Ethiopian population of 90 million people

• More than 60 million people go to bed hungry every night in Bangladesh

• 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.

The need

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.

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.

VSO is the world’s leading independent international development organisation that works through volunteers

How do we make change happen?

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.

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.

HealthTo 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

EducationTo improve the quality and availability of education services we:

• train teachers, school leaders,

teacher trainers and government education officials

• provide policy and curriculum development to support better school planning and leadership

• support inclusive community engagement practices, particularly in relation to gender and disability to ensure education for all is supported by families and communities

• support our local partners so they can represent teachers and children in policy discussions with decision-makers

Last year we supported 146,237 educators practitioners, including teachers, teacher trainers, head teachers and officers from ministries and 3,841,793 children benefited from VSO supported education services.

Secure Livelihoods To help families and communities achieve more secure livelihoods so they are more economically resilient and less likely to be forced into poverty by drought, market conditions or political unrest we:

• help people to develop enterprise skills and access markets for their goods and produce

• work with local producers to help them access sustainable agriculture practices to improve food security

• offer vocational skills training to help people find employment

• help people manage natural resources and adapt to climate change

As a result, people have access to a more secure income, are more able to educate their children, look after their own health and are less vulnerable to drought and other climactic changes.

Last year we trained 12,570 practitioners in secure livelihoods including 5,142 women.

With our partners, we reached 1,221,154 marginalised people with secure livelihoods services.

GovernanceThe changes we contribute to in health, education and secure livelihoods will only last for local communities if they own the changes and have the voice and skills to sustain them.

We do three main things:

• inspire individuals to take action

within their own communities

• strengthen community-based organisations which represent the poorest, most marginalised people

• forge networks of people (nationally, regionally and internationally) who can advocate for policies that enable the poorest people to lift themselves out of poverty

Individuals and groups become more involved in participation and decision- making, society becomes stronger and better able to hold governments to account, and government policies and services change to benefit poorer people.

How we make a difference

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.

Coverage

talk

give youthe facts

change thestatistics

support youraiseawarenessstop this

about itfundraise

Redefine

Re-engage

2007/08

Annual reportand accounts

PositiveSteps

The Ramblers’ Impact Report

2009

Get walkingKeep walking2007/08

Annual reportand accounts

PositiveSteps

The Ramblers’ Impact Report

2009

Get walkingKeep walking

Complexity to clarity

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 provocativeInsightfully authoritativeEnergetically inspiring.

The lasting impression we create:7 million student voices.

ZONE CONFERENCES

2014STUDENTS’ UNIONS 2014

NATIONAL CONFERENCE

2014

Initiatives level 1

Initiatives level 2

Initiatives level 3

Merge

Brand

Fundraising proposition

Products

Products

Products

Campaigning

AdvocacyService delivery

Brand Audiences

Preferences

Benefit of the doubt

Behaviour

Communication

Products

Go for everyone, get no one

Audience: the main focusWhat action do we want them to take?

What do they currently think about us?

To make them act, what do they have to think?

DREAMDropRetainEvolveAcquireManage

Evolution or revolutionRelevantInspiringGoal focusedHard workingTargeted

Qs