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Welcome to Oxfam Connects
18 May, 2012
Session 1: What can we learn?
What can we learn?The GROW Campaign in
2011/12Phil Bloomer, Director of Campaigns & Policy
Why is the GROW campaign so important?
Climate Change: global temperature is on course to rise by 3.5°C
Water: 3 billion people live in areas where demand outstrips supply
Food Prices: prices are set to rise by 120-180% by 2030
Agricultural Production: amount of arable land per head has halved
since 1960
Land & Water: up to 227m ha of land have been sold, leased or
licensed, largely in Africa & mostly to international investors in 1000s of
secretive deals since 2001
Energy: Government biofuels subsidies totalled $20 billion in 2009
CONTEXT
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1969/71 1979/81 1989/91 1999/01 2030 2050
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Milk and dairy (excl butter)
Meat (carcass weight)
Vegetable oils, oilseeds and products
Pulses
Sugar
Roots and tubers
Cereals, food
World food production must rise by approx. 40 % by 2030 to meet increasing demand (Source: UN 2008)
Demand for food is increasing
What is GROW?
The goal of GROW:
A future where everyone on the planet always has
enough to eatThe GROW video:http://www.youtube.com/watch?v=IEncHWEjLTI
GROW campaign objectives:1.‘Growing movement’ for a better future2.Stop land and water grabs by corporations and
countries3.Win global climate change deals4.Invest in productivity, resilience and
sustainability small scale food producers5.Respond to global food price crisis
Our single priority campaign until 2015.
What has happened since the launch?
Movement-building through conversation, through the year; independent of ‘events’.
At least 37 million people worldwide have been reached so far.
MOVEMENT BUILDING
FEMALE FOOD HEROESA global campaign project based on the idea of identifying champion small-scale food producers through a popular competition. Run successfully in Tanzania, in development in Nigeria, Philippines, South America, Russia, Armenia, Tajikistan, Quebec and Burkina Faso.
LAND GRABS‘Land and Power’ report from September 2011 highlights the recent growth of 'land grabs‘ and the disastrous consequences for poor communities, who are often evicted without consent or compensation.
In Dec 2011, the Ombudsman of the World Bank’s International Finance Corporation accepted our joint complaint with local communities and partners.
We are now part of a mediation process to achieve justice for the affected communities.
ON TOUR WITH COLDPLAY
Oxfam is taking GROW on tour with Coldplay, on the band’s 2012 world tour. This is a great opportunity for us to try out our conversational approach to public campaigning. The team have just returned from an epic tour leg in Canada and the US – find out more about their escapades here: http://oxfamontour.org/coldplay/
THE INTELLECTUAL DEBATE
Platforms include: - Foresight Global Food and Farming Futures High Level Stakeholder Group- Global Food Security programme board
What can we learn from GROW so far?
SUCCESSES & CHALLENGESSUCCESS:
Oxfam as a global leader on food justice in a resource-constrained world, gathering our views on climate, land, water and inequality.
Working with others, built a vibrant national campaign in many developing countries.
CHALLENGE:
Campaigning on GROW in the UK has been a real challenge. We also faced difficulties around landgrabs campaigning.
Avoiding old or complex narratives when speaking about hunger to not turn off the public:- Now: inequality- Future: resource constraints
East AfricaJane Cocking, Humanitarian Director
The worst crisis for 60 years?
• High levels of existing vulnerability• Dire predictions from mid-2010• 2010 - Oct-Nov rains failed• 2011 – April-May rains failed• 2011 – July Oxfam launches Appeal• 2011 – July UN declares a Famine in parts of
Somalia• 13 million people affected
What we did
• Scaled up existing programmes in Somalia, Ethiopia, and Kenya
• Opened new programmes – eg Dolo Ado• Increased support to existing partners and
found new ones• Supported 2,828,500 people from July 2011 –
March 2012
Fighting poverty around the world. And just around the corner.
UK Poverty Programme
1 in 5 people in the UK live below the poverty line.
The life expectancy for a man in Calton, Glasgow, is 54 – 10 years lower than the average life expectancy in Bangladesh.
One in four children only have one hot meal a day – their school lunch.
Almost one in five lone parents cannot afford two pairs of shoes for each child.
Oxfam has a vision of everyone in the UK having enough to live on
So we work with others in three ways:• Develop projects to improve the lives of people living in poverty• Work with policy-makers to tackle the causes of poverty• Raise public awareness of poverty to create the pressure that is necessary
for change
Discrimination and prejudice play a large role in the lives of people experiencing poverty.
That is why challenging negative attitudes to poverty and addressing gender and race inequality are integral parts of our work.
UKPP over the last year – some reflections
• Worked with around 40 partners across GB, supporting some 5,000 people
• Partners and beneficiaries varied from destitute Asylum seekers in south Wales to informal workers in Greater Manchester to crofters in the outer Hebrides
• Livelihoods, Gender and Voice are building blocks of our programme
Advocacy and Campaigning
• Engaged in Welfare Reform Coalition through every stage of the Bill
• Initiated and led Cuts Watch coalition in Wales – influencing Welsh Govnt response
• Designed and launched Humankind Index in Scotland – major contribution to thinking on wellbeing
Funding
• Core funding from Oxfam remains small – but has been protected
• Hugely successful year for restricted income fundraising from UK Government, Unilever and Lottery in Wales
• Many of our partners, especially in England are struggling
• Despite tougher funding environment we now have the largest sustained restricted income funding UKPP has ever known
What have we learned (1)?
• Programme and Communications need to be more strongly connected
• Reduction in state funded actions means more work led by and for communities
• We need fewer and bigger projects to be effective
What have we learned (2)?
• We need a stronger and more consistent public profile to influence debate
• Our public role in tackling poverty in the UK is not widely understood – brings both advantages & disadvantages
• Devolution matters
• We can sell livelihoods work to funders
Session 1: Discussion Groups
• GROW – Conference Room 1
• East Africa – Conference Room 4
• UKPP – Conference Room 2/3 (front)
• Control Arms Campaign - Conference Room 2/3 (middle)
• Evaluating our work - Conference Room 2/3 (back)
Session 2: A new approach to aid
Welcome to the Sylver Coast
Day 1
Day 3
Day 4
Day 6
Day 7
Oxfam’s Experience of Cash Transfers in Emergencies
Oxfam’s involvement with cash transfers
Trends in cash transfer programming in Oxfam
Donor trend in cash transfer programming
January 2010
Earthquake killed approx. 230,000 and displaced approx. 2 million in Haiti
Cash transfer programme in Haiti
Cash grants for community canteens
Marie Carole Boursiquot
July 2010
Approx. 20 million people were affected by the floods in Pakistan
Pakistan Floods: Response
Cash for work for women
`We are poor people. Everything we had was damaged in the floods. Everything!’ – Malyara Gujar
July 2011
Acute malnutrition rates rose above 30% and the mortality rates increased to above 2 deaths/10000 people/day in Somalia
Famine was declared in parts of Somalia
Humanitarian emergency declared in the rest of Horn of Africa
Horn of Africa Food Crisis: Grants to women’s groups in Ethiopia
Fatuma Ali Wise, Damal Women’s group, Ayesha Woreda
Early 2012
Food crisis in West Africa
Sahel Food Crisis: Response
Cash safety nets in Mali
Djene’bou Kone’
Any Questions?
Session 3: Planning for the future
Oxfam Global Brand Identity
Nick Futcher, Brand Manager
What do we mean by a ‘Brand Identity’?
“The guiding force that informs and shapes the experiences you offer, the business models you design and the culture you inspire.”
One of Oxfam’s most valuable assets
10%£$€
Why do we need a Global Brand Identity?
What we need for a strong global identity
We need a single description of ourselves
We need a consistent look and feel
We need to be relevant to people’s lives, globally.
Brand DNAThe Purpose
What Oxfam is and it’s role in the world
The PropositionWhat people get from Oxfam
The PersonalityWho we are and how we act
The PurposeWhat Oxfam is and it’s role in the world
We’re a…
A network that empowers individuals, communities and organisations to build a future free from poverty.
We want justice in the world
We speak out for systemic change
We make things happen here and now
The Proposition
What people get from Oxfam
The Personality
Who we are and how we act
Look & feel
Thank you
Do you have any comments about our brand? How can we make sure that people in the UK know about and understand this new branding?
What can we learn from your experience of volunteering with Oxfam to improve our branding?
Any questions?
Making the most of our shop network Andrew Horton, Trading Director
We have been doing really well…
Shops +/- Total income
Total costs
Total Profit
Profit % of
income
Average shop rent
pa
Staff costs % of
income
Oxfam GB 686 -7 £88M £61M £27M 31% £23,380 20%
BHF 674 32 £133M £107M £26M 20% £31,176 25%
CRUK 562 -11 £68M £48M £19M 29% £25,147 27%
Source: Charity Finance League Tables 2011
Note: ‘Total Profit’ does not include corporate recharges as these are different in different organisations
…we’ve just finished 2011/12
£25.9M
…that’s £2.9M above budget!
Our strategy 2011-2013
Representing Oxfam
Supporting each other: volunteer survey
We have shop meetings every three months. Attendance at these is good. These contribute to morale and the feeling that what we each do matters.
More time needs to be made available for shop managers to speak to their team on a regular basis.
Supporting each other
Emerging activities…Shop meetings and Annual chats with the shop manager.Area managers spending more time with shop manager in shops.Improve our ability to recognise volunteers i.e. length of service.Best practice sharing to enhance managers ability to delegate to their volunteer team.
Mechanism for volunteers to feedback to management.
Making Money Donated sales rise by 6%
94
Fundraising in the current economic
climate
We raised £262.9 million from private donations, legacies and institutions
Donations and Legacies (including DEC) £115.2m
Govt and other institutions (including DFID PPA) £147.7m
Our institutional fundraising comes from around the world
Our diversified income is helping us weather the double dip recession
Supporter Marketing Strategy on a page• Stabilise regular giving
– Marketing campaigns
– Face to face fundraising
• Increase connection with existing donors– Emergencies
– Giving Club
– Events and Legacy giving
• Grow new income streams– Community & Events
– Major donors, corporates and trusts & foundations
– International
Session 3: Discussion groups
• GROW – Conference Room 1
• Fundraising - Conference Room 2/3 (front)
• Enterprise and development - Conference Rm 2/3 (back)
• New global brand – Conference Room 4
• Shop network – Conference Room 5
Thank you