SickKids Foundation (SKF), on behalf of the Hospital for Sick Children in Toronto, Ontario, is the largest charitable funder of child health, research, learning and care in Canada.
SickKids Foundation had begun working on the notion of their very own signature fundraising event, however had not been able to land on the “big idea” and gain the necessary support to move the idea forward.
RAW understood the challenge of this monumental undertaking and the complexity of the SKF environment:
Holy Trinity School (HTS) is a co-ed independent day school for children in JK through Grade 12, located on a 37-acre property in Richmond Hill, Ontario.
The Collective was retained by HTS to examine their current brand identity and provide strategic council with regard to their annual recruitment program, the launch of a new Capital Campaign and their ongoing communication with staff, parents, students and alumni.
HTS had just begun to introduce a new vision: ‘Imagine the Future’ where HTS continues to be a world-class learning environment offering personalized experience through which students become confident and agile thinkers, able to operate independently and collaboratively in all settings.
However, based on early feedback from their community constituent groups, it was determined that their message was not being favourably received and required deeper analysis to understand where the message was creating a “disconnect” between the school’s intent and the community perception.
The Canadian Cancer Society (CCS) is a national, community-based organization of volunteers. They offer vital support and cancer information services for people with cancer and their family, friends and caregivers; take a proactive approach to cancer prevention and screening; raise awareness; and help fund ground breaking cancer research in Canada.
The CCS needed to ensure that their National Brand Story had a solid and consistent expression throughout all executional platforms and would resonate and connect with their target audience across all internal and geographic regions.
With increasing competition within the cancer space and an overall increase in charitable causes all fighting for financial support, CCS has been faced with declining revenue and reduced donor engagement.
Leveraging the meaningful Insight work from a previous RAW engagement, spearheaded by the Ontario Division, CCS recognized the importance of connecting with its key stakeholders in order to better understand how to regain its leadership position in the marketplace and raise the necessary funds to deliver critical research, programs and services to Canadians living with, or touched by cancer.