Getting your stories into newspapers, magazines and television broadcasts is not an easy task.
At our Editorial Skills for Charities Workshop, Karen Ackerman and Jo Waters led sessions on how to improve your communications with journalists and increase your chances of getting media coverage. Here are some top tips from the day.
Tip 1. It’s not about you
Other people do not care about your charity as you do. A journalist won’t care that you’ve started a brand new awareness day, or hired a new chief executive. When you sit down to write your press release, ask ‘So what?’ of every paragraph. Why should the journalist care? Why should a publication’s target audience care?
Tip 2. Get their attention fast
You need a good headline. That single sentence at the top of your press release is as important as the rest of the copy put together, and the time and effort you put into writing it should reflect that.
Tip 3. Know your target
Do you know when the paper you want to get coverage in goes to print? A magazine’s lead times? Or when the TV show you’re targeting is filmed or broadcast? To improve your chances of your press release getting noticed – or simply read – you need to catch journalists at the right time.
You also need to know what each kind of publication requires – write a list and make sure you have ticked all the boxes. For example, a good picture can often sway a newspaper’s decision to pick up a story; either send a clear, good quality picture or have a photo call.
Tip 4. Know their target
So, you’ve done your research and know how the publication you’re targeting works. But what about their target audience? Get hold of a publication’s media pack (check out examples from The Daily Mail) – they’re invaluable for understanding who the journalists are writing for.
Tip 5. Always include a case study
The importance of a good case study really can’t be overstated. And if your case study is willing and available for interview, flag this up at the bottom of your press release.
If you do have a particularly strong case study, let any journalist you’re pitching to know if you’ve contacted other publications or freelancers with it; it’s good manners, and if they are a freelancer it prevents them trying to sell the story to people who’ve already heard it.
Tip 6. Keep it simple
No one enjoys being hit with a mass of information. And no one enjoys having to solve a press release that bad grammar and bizarre formatting have made a puzzle. Keep your sentences and paragraphs short, and your story simple (you should be able to explain it in three sentences).
Before you send out your press release, get someone outside your department or organisation to read through it to check you haven’t used jargon.
Tip 7. Keep in touch
Always follow up your press release. If it wasn’t picked up, don’t be shy to ask why; you might get more insight into what that particular journalist or publication is looking for.
I’ve written a blog for TheGuardian today. They didn’t pay me to write it. But if I want to send a copy to my trustees at CharityComms from TheGuardian, I will be charged a copyright licence fee. However if you, as a private individual, want to send it to a friend, they won’t charge you. Indeed, they positively encourage you.
The same is true for all charities. The Guardian is part of a media licensing system that charges charities to make copies of newspaper articles. Currently the system applies only to paper copies, but The Guardian is pushing for this to be extended to digital copies through its agent the Newspaper Licensing Agency (NLA).
Think about this for a moment. When The Guardian chooses charities for its Christmas appeal, these charities are charged if they want to circulate copies of their Guardian coverage to colleagues at work. If charities are shortlisted for, or win, a Guardian award, The Guardian wants to charge them for circulating copies at work. On the one hand they are rightly encouraging charities to engage with them, but when they do, the charities are charged for a copyright licence.
The Guardian is not alone in this. The NLA is owned by the UK’s eight major newspaper groups (Associated Newspapers, Financial Times, Guardian Media Group, Independent News and Media, Northern and Shell, News International, Daily Telegraph and Trinity Mirror). Each year the NLA raises over £26 million in copyright fees, of which about £1.3 million comes from charities – around 5%. The NLA’s running costs account for about a quarter of all that is raised, and the rest is distributed between 1,400 newspapers.
We think this system is unfair on charities for four main reasons:
Charities are paying to get their own coverage back. Our research shows that in the vast majority of cases charities copy newspapers to keep a track of the coverage they have generated, often as part of the requirement to show the impact of their work. Charities are paying to share the coverage they have generated. Indeed in many cases the newspaper article is largely lifted and copied from the charity’s own press release. So the charity writes the release, the newspaper copies it and then the charity is charged to share the copies. This is a bit like Take That being charged to attend their own concerts by the sound engineers.
Charities’ coverage is mainly local, but the NLA forces them to pay for national licences. Our research shows that the vast majority of coverage for charities is not national but regional or local. This is because local papers have a very good relationship with charities at the local level. However under the NLA’s licensing system, a charity has to pay for national coverage licensing even if it only has local or regional coverage.
Media licensing is not cheap. Our research shows that it typically costs £1 for every article copied, and the largest charities are paying over £10,000 for media licensing. There is a charity discount, but this fixed at £158 no matter how big the fee.
Why should charities pay when individuals can circulate articles freely? Of all the byzantine complexities of media licensing, the fact that individuals are encouraged to circulate online articles while charities are soon to be charged (held up only by a legal case) is the most baffling. Apparently this is because we are doing it for commercial gain!
At today’s CharityComms AGM, we begin our campaign to exempt charities from the media licensing regime. And we start with The Guardian, because for all its professed desire to support the charity sector, it is right at the heart of this regime that takes money from charities; money that could be better spent on our important work. This newspaper is one of the shareholders of the NLA and it has a director on the board. We believe that The Guardian should show leadership and join our campaign to exempt charities from the media licensing regime.
We’d love to hear from charities that they support our campaign: the more we have backing us, the stronger our voice will be. We won’t charge you to share this article – so please feel free to pass it on. If you would like to register your charity’s support, please email me at vicky@charitycomms.org.uk, and share your views and experiences in the comments section of The Guardianarticle, below this post and on our Facebook page. We’ve also had coverage in PR Weekand Third Sector, so feel free to comment on those stories too. You can also share on Twitter using #copyrightfees.
You spend years plugging away at the comms coalface of the charity you work for, incrementally increasing understanding of the need for presenting a coherent brand profile to the outside world, and that brand guidelines are there to help rather than hinder. Your chief executive and senior leadership team get it, your trustees are on board – even community fundraisers are sticking to the script. You sit back, a contented smile on your face as you contemplate the praise you’ll be showered with as the charity benefits from all that hard work.
Then the bloody goalposts move.
The rise of social media is requiring a hasty re-write of the rules of communication and engagement with the public, and at the heart of that re-write is the urgent need to reconsider the relationship between your brand and the people you communicate with. The days of passive communications consumption are long, long gone. Now, via the miracle social media, not only do the people we are trying to communicate with have a voice, they also have multiple channels to air that voice. The brand doesn’t belong to the organisation anymore; it belongs to everyone the organisation engages with.
Old school brand communications, in many cases, were about presenting a united front; about an order, rigour and control over what was communicated from the inside out by anyone associated with the brand. This approach is no longer fit for purpose (if it ever was), because the proliferation of channels without an editing process make it virtually impossible to control messages in this way. Pandora’s box has been opened, and a huge number of organisations have had their fingers very publicly burned trying unsuccessfully to nail it shut again. Two elements of this step change in communications are exercising organisations the most: the speed with which a single utterance on social media can blow up into controversy and widespread mainstream media coverage, and the delicate balance between the faux intimacy of social media communications and the need to represent your brand accurately and sincerely.
One recent flare-up that illustrates both points is the hole dug by Ed Milliband through his now infamous “blackbuster” tweet. It started with an attempt, by a man accused of being robotic, to sound more human, and led within hours, via an unfortunate spelling mistake, to widespread derision and ridicule.
With social media it is easy to think you are damned if you do and damned if you don’t, but that doesn’t have to be the case. Getting the right balance between intimacy and formality isn’t a new skill but something that anyone who works in customer services is engaged in every day of their working lives. The principles that apply to that context are exactly the same for social media communication: be yourself and talk to others as yourself, but remember you are wearing the name badge of your employer.
The other key thing that people who are good at customer services do is listen. Social media provides your brand with the opportunity to interact with the people you want to reach, to listen and respond rather than simply sending out dictates or shouting into the dark. The best brands spend more of their time asking and responding rather than telling these days. Charities are no different in this respect, and have a head start as the great majority of them are already people-focused organisations and retain immense good will with the vast majority of the general public. They need to make the most of that head start by releasing the iron grip on their brand, and by starting to embrace sharing. Peter Gilheany is Director of Campaigns at Forster, the social change communications consultancy. Follow Forster on Twitter @Forster4Change.
I spoke at CharityComms’ Making the Business Case for Communications Seminar last week, focusing on The ‘Get Heard’ Report, a piece of research Amazon PR conducted with the CIPR to explore the extent to which comms is valued within charities. It was a fascinating project – which is why we’re still talking about it now.
One of the big themes from the research, and which formed a focus for discussions at the seminar, was the need for comms professionals to prove their worth by becoming better at sharing their successes internally. This might sound simple – and to some degree it is, for big charities with big budgets and big teams, able to generate major campaigns and to spend time entering awards that will win them recognition. But for smaller organisations, the need to tell other departments what you’ve been doing and the value your work is adding to the organisation is often overlooked.
It can seem even more difficult to shout about successes that are built over a long period, through a steady flow of activity, as opposed to huge campaigns and news splashes. But as we all know, sustained communications at a lower level can be just as effective, and sometimes even more so.
So how can charity communications professionals do more to make sure the value of their work is seen by others? Well, to a large extent this boils down to a need to do more communications, but with a different focus. Naturally, your time and energy is centred on communicating with your primary audiences – usually those outside the organisation. But internal audiences are also crucial, and deserve just as much consideration in terms of when and where you approach them, and what you say. As my fellow speaker Kevin Baughen explained, you can’t expect to talk to the senior management team in the same way you’d talk to someone within the comms team, and you can’t assume everyone in the policy department has an in-depth understanding of what PR and comms involves, and how it can best contribute to their own objectives.
There’s no substitute for getting out there and speaking to people. Don’t rely on them reading coverage round-ups on email and understanding how hard you worked to achieve those pieces, or the value they add to the profile of the charity. Get away from your desk and go and have a real conversation. Find out what priorities different teams have, and take time to talk to them about how comms can help (and how it can’t!). Try to get time allocated to comms presentations in senior management team meetings, and make sure you speak their language – not the language of comms.
It’s also important to find the right way to share successes resulting from a joint effort. If you have worked closely with the fundraising team on a project that has delivered real benefits, avoid falling into the trap of over-claiming for your own role. It can be easy to do when you’re trying to make the case for your share of the budgets, but joint successes must be shared in a true spirit of collaboration. By doing so, you can help other departments understand that communications is intrinsically linked to every aspect of the organisation.
Louise Morriss is Managing Director at Amazon PR, a communications agency specialising in the voluntary sector. Follow Amazon on Twitter at @amzpr
It’s a ballsy way to start a presentation, but Angela Emms, director of family bereavement charity The Rainbow Centre in Bristol, is a ballsy woman. Speaking at the most recent CharityComms South West seminar, Angela is a great reminder of why comms should be personal. A fundraiser practically from infancy, Angela now uses her considerable personal presence and energy to connect with celebs, local businesses, the families of those the centre has helped and the wider community to drive the Rainbow’s comms and fundraising activities.
Angela is right. As a communications professional, it is all about you. It’s about the connections you make with your audience – whether internal or external, supporter, donor or beneficiary. And smaller organisations like The Rainbow Centre, whose fundraising comms rely so heavily on individual contacts, are a great demonstration of why the personal touch really helps you to connect, engage and make the difference.
It so happened we had another example of comms getting personal aired at the same event. Send a Cow comms manager Lorraine Finnegan shared her charity’s excitement at the early success of a recent comms initiative which personally thanks supporters for their fundraising efforts. A ticker-tape runs along the website name-checking donors. Personal thank yous are posted on Twitter and Facebook. The Send a Cow crew even went so far as to dress up in carrot, cow, sheep and chicken costumes to surprise pupils at a local primary school who had raised funds for the charity. Their video of the visit (check out the impressive udders just over a minute in) celebrates the school’s efforts in a really personal way.
Getting personal applies both internally and externally. Lorraine believes it’s the development of a much better, closer relationship between the Send a Cow comms and fundraising teams over the past year or so that led to the development of the ‘Thank you’ campaign. So while many charities are increasingly using data segmentation to target their audiences more carefully, it’s worth remembering that adding the truly personal touch often comes down to you.
Our recent CharityBuzz blog entitled “Email vs social media: which is better?” caused quite a stir. Some comments came in saying “surely it depends on what you are doing” while others asked “couldn’t you tell us which to use?”.
The title was, of course, being provocative and the blog went on to discuss the recurring “email is dead” argument that rears its head every time a new report comes out showing how many trillions of people use social media.
The bigger issue is that there isn’t a right or wrong, and that in most cases we need to be doing both.
Back in the old days – say 6 years ago – when Facebook was a new phenomenon, Myspace was all the rage and the future was Second Life, we were all still in that nice, comfortable space where we sent out magazines, newsletters and emails telling our supporters, campaigners and clients what was going on.
Since then, we’ve seen the proliferation of digital channels and the diversification of our audiences. We no longer have the comfort of sending out a nice printed mailing and expecting a proportion to read what we say.
These days we have current and potential audiences on Facebook, Twitter, Google+ and Linked In, as well as email, websites, blogs, RSS feeds, mobile apps… and then of course the “old” channels of TV, radio and print. Our clients, beneficiaries and supporters have become used to going to their favourite places and reading their news in that channel.
It has always amused me that on a simple website we have to have menu navigation, search, site map and breadcrumbs to help people get around. Why? Because almost equal proportions of the web user population use each of these navigation tools to work their way round a site. Similarly our audiences settle on their favourite ways to read digital content, and nothing we can do will change that.
If somebody has adopted an RSS feed-reader as their morning paper, has loaded and aggregated all their favourite feeds, from news to scandal to football results, an email is not going to get their attention in a good way. Getting onto the RSS feed list is critical.
Similarly, if somebody won’t do Facebook because they think it’s a load on nonsense, spending money on Facebook apps is not going to help. It will take a huge marketing drive, budget and large reward to convert people over to a channel they don’t want to adopt.
So bearing in mind that young people prefer text, IM and chat, older people prefer blogs and email, and generation X love Twitter and Facebook/Google+, it isn’t a case of whether to do email or social media; we have no choice but to do both.
The challenge for the sector is how and where to spend our thin budgets on all these channels. Very few of us can afford to do all of it. And essentially the only answer is to profile your audiences, think really hard about what they want to hear and where they are, and then spread the budget across as many as necessary.
Resources are always going to be an issue for us. Using free tools and linking content together (so that a blog produces an RSS feed, adds content to an email and feeds Facebook, Google+ and Twitter) will help you reach as many audiences as possible for the least amount of work.
The tools are free, and it isn’t difficult to do. We just need enough vision and strategic thinking to understand that the onus is now on us to communicate with people where they are.
Sue Fidler runs Sue Fidler Ltd, an e-consultancy which provides high quality, reasonably priced web development and ICT consultancy for the not for profit sector. Follow them on Twitter @suefidler or on facebook.com/suefidler.
Thanks to budget cuts and lack of funding, that’s what charity communicators have to become expert in.
It’s because while comms teams in many charities are shrinking in size, the work they have to do is increasing. The online world of social media, for example, has opened up a whole new platform for charities to communicate from.
Choosing which aspect of your charity’s communications to focus on is crucial because, with limited resources, you can’t do everything.
Now, more than ever, it’s important to make sure your communications are consistent and that your work is joined up with what’s happening across your organisation. That way, you’re making the best use of your time, not doubling up with colleagues’ work or creating more for yourself. And, vitally, you’re making the best use of donors’ money.
Here are four simple ideas for joining up your comms that can have lasting impact.
Audit your website. It’s essential that your online and offline comms match up. If not, they undermine your organisation and its cause. While a leaflet might have just been published, website copy covering the same issue could have been written a year ago, using a different tone of voice, language, facts and statistics. A biannual audit of your website will help make sure your comms are consistent.
Have gatekeepers. Case studies and spokespeople must be well looked after. They’ll be annoyed if you phone to ask them to talk to the media about one thing, and two days later a colleague calls for quotes about the exact same issue for a fundraising mail out. To avoid this, no matter how big or small your organisation, assign a member(s) of your team to manage the relationship with them.
Use social media contacts. It doesn’t matter how many “likes” your charity has on Facebook or followers you have on Twitter, if you’re not engaging with those people, the numbers are meaningless. One way to do so is to ask people if you can directly contact them to help you out with your comms work. Someone who tweets about a problem your charity has helped them overcome could become a media representative for your cause. A person who writes a post complaining about an issue on your Facebook wall could become your best online campaigner.
Know what’s happening in other teams. There’s nothing more stressful than being given a last-minute deadline to deliver a communications project for an event your events/fundraising/policy team has known about for ages. Keep an up-to-date diary of major events your charity is involved in and ask colleagues to let you know well ahead of time if they need your help with anything. Or keep the diary in a shared folder and ask colleagues to update it.
What are your top tips for keeping your comms consistent, and for joining up work across your organisation?
Trina Wallace is a freelance charity copywriter, journalist and editor. Sign up for her top charity communications tips at www.trinawallace.com.
It’s easy to dismiss other people’s racism, sexism and other prejudices. It’s easy to sit in the charity sector and be amazed at other people’s crude and stereotyped attitudes. It’s easy to feel that somehow it is other people who are at fault, and if only we in the charity sector could persuade them to be more like us the world would be a better place.
We could do all of those things and be wrong. We are all prejudiced. We all create stereotypes. We use them every day. Indeed, I would argue that none of us would survive the day if we didn’t pre-judge people in our communications.
I filter the world and the evidence. I can see only the good of people I like (and have a blind spot for the bad). I can see only the bad of people I don’t like (and have a blind spot for the good). Every day I use shortcuts to make sense of the world – and it’s called prejudice.
The challenge is to separate the acceptable prejudices from the unacceptable (rather than those who are prejudiced and those who aren’t). The challenge for charities is to shift the line of acceptable prejudice in the direction they want it to move. In my lifetime (nearly 50 years) we have made huge leaps and bounds in moving the line on what is and isn’t acceptable in terms of race and gender. We have made big changes in the last 15 years alone on moving the lines in terms of sexuality.
The reason this is important for charity communicators is that they are in the front line of changing people’s views about what is acceptable and what isn’t, and also about changing how and when people prejudge others. Changing the views of the public is one of the hardest and longest-term campaigns an organisation can mount. But whether you are a disability, health, international or environmental organisation, it’s a key part of long-term success: to change people’s prejudices.
My plea to communicators is to work from a position of understanding that we are all prejudiced and that we should all do more to judge on evidence not stereotype. And we can use that empathy to help understand how we can change people’s views to the issues we care so passionately about.
Google+ is the latest social network to grab people’s attention, and is one of the quickest growing in terms of sign ups. Is your charity ready for it? And perhaps more importantly, is Google+ ready for your charity?
Early experiments
Initially only available to individuals, charity communicators could play around with the platform, but brands and organisations weren’t allowed to set up pages (this didn’t stop organisations like The Pixel Project creating pages and risk getting the boot from Google).
One of the more successful early experiments with Google+ was by the International Tibet Network, who used Google+’s hangout features as a platform for a press conference. Alison Reynolds, Executive Director of the International Tibet Network, explains how they came to use it on the Fairsay blog:
“The occasion was the visit of China’s future President, Xi Jinping, to Lhasa for galas and grand speeches to mark a major propaganda event – the 60th Anniversary of what China likes to call the “Peaceful Liberation of Tibet”. The Tibet Autonomous region was closed for over a month so that China could make sure nothing would mar these events, with no foreign journalists permitted to go to Lhasa. Given the impossibility of being either in Tibet or China in person, an online press conference seemed the most practical and flexible way to ensure the media knew about our perspectives on the anniversary and on Xi Jinping as China’s future leader.”
Early tests of Google+ hangouts were positive: the platform was stable and there were a number of attractive features, such as the automatic display of the person speaking on the main screen and being able to mute video (to preserve anonymity if needed). Over 50 people watched live and there have been over 2,000 views of extracts of the broadcast since.
“We’ll definitely be using Google+ hangout again,” says Reynolds. “We are planning on sharing the experience with our 180+ member groups at forthcoming conferences, to try and encourage them to try it too.”
Brands on Google+
Google recently announced they would be rolling out Google+ Pages worldwide. Businesses and brands can now have a presence on the platform, and connect with the customers and fans.
It’s an exciting prospect – particularly with Google pouring so much into the platform – and charities have been quick to establish a brand presence on Google+. Save the Children UK’s page was even featured by Google on their list of brand pages at launch.
Is Google+ worth your charity’s time and resources?
Wired thinks yes: “With a broad array of services like search and Gmail and Chrome and Android, Google offers tools that are fundamental to the online lives of so many people — and these can be tied to Google+. As Google+ evolves, Google will have the means to promote its social network — and the branded Pages within it — in ways that Facebook or Twitter cannot.”
Forbes thinks no: “While Google was successful in getting people to go to the site in the first place not much really seemed to happen once they had got there.”
What are charities saying?
Robert Kussabi from the British Heart Foundation wrote in an article on the Guardian Voluntary Sector Network: “I have made sure we’ve signed up for Google+, but only so that we can save our page from falling into the wrong hands. We’ll continue to keep an eye on Google+’s progress and how our audiences use the site as well as how Google+ integrates with Adwords. Until then, we’ll be concentrating on Facebook, Twitter and our other channels, as well as experimenting as much as we can in between.
Rob Dyson from Whizz-Kidz commented: “Social media is another route to having a conversation and the definition of that engagement is owned by the person clicking ‘follow’ or ‘like’. Facebook (for example) has had years of emotional investment put in by a critical mass of ordinary people – so it makes sense to reach out to our supporters there; on their terms. G+ feels a bit a bit of a self-satisfied echo chamber right now.”
Damien Austin-Walker from V Inspired added: “We registered and set up as soon as Google+ pages came out. It is important to do I think, but we’re not really using it until it becomes useful!”
So while there are examples of charities, such as the International Tibet Network, putting the features that Google+ offers into practical use, many charities are registering their pages as a placeholder, then reviewing the platform as it evolves.
While you may get some unexpected results by diving into Google+ right away, it may be better to play the long game with this – and social media in general – to see which new platforms and services win out in the long run.
The job market in the voluntary sector is the toughest it’s been for a number of years; I’m sure we’ve all come across somewhat terrifying figures of organisations receiving hundreds of applications for one role. So what can you do to develop your skills, and to communicate them to prospective employers?
If you work in comms, you know your message should be targeted to an audience, and it’s the same with your job application: your covering letter should show you understand the organisation’s values, mission and strategy – and how you can help achieve them. Mirror the language used in the job description, as well as that used in the sector you’re aiming to work in.
If you’re coming from a commercial background, you need to demonstrate your understanding of the culture and challenges specific to the voluntary sector (like small budgets). Get some voluntary work under your belt: Reach and the Media Trust both run programmes to match professionals with charities in need of their skills.
Show your impact
Demonstrating impact is a phrase I hear a lot in relation to the work that charities do, but you need to apply the principle on a personal level. Show prospective employers how your actions have contributed towards your current organisation’s strategic goals. Don’t just say you have social media experience, explain how you set up a Twitter feed for a specific campaign which engaged x number of people, x% of whom then took a campaign action – and this helped strengthen the charity’s lobbying activity.
Keep up-to-date with technology/trends
What are the newest trends in the area you want to work in, and what are you doing to ensure your skills match them? If you want to work in media or PR, for example, can you show that you’re au fait with podcasts, Audioboo, video? The shift from print to digital has changed the way we consume news; the power to generate your own new media content can catch a journalist’s eye – as our very own bloggers have foundout.
If you attend seminars, read blogs, or attend nfpTweetups to keep on top of changes, let prospective employers know.
And now for something completely different
What if you want to try your hand at something new? Moving across comms functions can seem daunting, but it is not impossible. Firstly, pinpoint what skills you’ll need (reading through job adverts can guide you) and find ways to develop them. Your current employer might be able to help, either with training or by allowing you to take on new responsibilities (like pitching in with social media).
Finding a mentor is an excellent way to access knowledge and experience of a certain field. CharityComms runs a mentoring scheme for members, allowing them to develop their skills (as well as pick the brain of an experienced comms professional).
What are your top tips for career development and landing your ideal job?
Ellie Brown is Communications Officer at CharityComms – say hallo on Twitter @CharityComms. You can find more resources from the Editorial Skills for Charities Workshop here: www.charitycomms.org.uk/editorial_skills_for_charities_resources
Think about this for a moment. When The Guardian chooses charities for its Christmas appeal, these charities are charged if they want to circulate copies of their Guardian coverage to colleagues at work. If charities are shortlisted for, or win, a Guardian award, The Guardian wants to charge them for circulating copies at work. On the one hand they are rightly encouraging charities to engage with them, but when they do, the charities are charged for a copyright licence.
Vicky Browning is director of CharityComms, the professional body for charity communicators. The research report on media licensing and charities is available from the CharityComms website at 
Peter Gilheany is Director of Campaigns at 
Louise Morriss is Managing Director at 
Vicky Browning is director of 
Sue Fidler runs 
Trina Wallace is a freelance charity copywriter, journalist and editor. Sign up for her top charity communications tips at 
Joe Saxton is Driver of Ideas at 
Ben Matthews is Founder of 