The Spastics Society to

The story of the name change and relaunch November 1994 Introduction

The story of how The Spastics Society changed its name and relaunched as Scope in November1994 continues to attract interest from other organisations, voluntary and commercial sector alike. The reasons behind the change, how we went about it in PR and communication terms and the lessons to be learned from the process are frequently the topic of individual enquiries and for conferences and seminars. Scope’s name change and relaunch is acknowledged as successful and a model for others contemplating a similar process. What follows is a factual account of how we went about it and some of the outcomes and lessons learned.

James Rye MIPR, Assistant Director/Head of Public Relations, Scope 1988-2001

3 Background: the image of The Spastics Society The starting point of the name change say the name of the organisation they and relaunch as Scope was the worked for when asked. image of the organisation which was Individual and corporate donors symbolised by the word ‘spastic’ in again expressed support for the work its name. of the Society but frequently said they The issue was not a new one. Indeed disliked the word ‘spastic’. there had been research during the Companies were especially reluctant 1980s to try to focus the organisation’s to link the word ‘spastic’ with their mind on the subject. However, further brand and products. extensive research in 1989/90 A few older people with cerebral amongst 13 key stakeholding palsy expressed the view that they audiences revealed the following were “proud to be spastic” and a picture: change of name was unnecessary. People with , There were many established local particularly younger adults living more groups affiliated to the Society independently in the community, comprising older parents in the main, reaffirmed their disquiet over the for whom the word ‘spastic’ held few continuing use of the word ‘spastic’ negative connotations. in our name. There were other issues too. The link Parents of children and adults with between the word ‘spastic’ and the cerebral palsy also expressed diagnosis of cerebral palsy meant that reservations in many instances. It was the connection was often not made for particularly worrying that a significant parents desperately in need of number of younger parents had support and practical advice. What is chosen not to seek the services of more, the continuing use of the word The Spastics Society to avoid their ‘spastic’ in the name of the Society child being associated with the undermined its campaigning activities stigmatising label. and made it extremely hard for it to Most staff and volunteers challenge prejudice and mis- expressed pride and support for the conceptions. This was exemplified in organisation for whom they worked but the use of the word ‘spastic’ as a term had reservations about the word of abuse or as a negative term when ‘spastic’ in the name – some to the referring to anyone with a visible extent that they would be reluctant to or using a wheelchair. Flag Day poster, 1970s

4 5 The name: ‘The Spastics Society’

The debate about the word ‘spastic’ money as well as support and in the name had a long history. There people’s involvement. was evidence of the issue being The research revealed a number of discussed in the ‘70s and it became a other fundamental issues that affected pre-occupation – a distraction almost – the Society’s image: to getting on with the day-to-day running of the Society. It was clear There was a clear need for greater from the research and indeed previous involvement of people with cerebral anecdotal evidence that the word palsy in the organisation and its day- ‘spastic’ in the name was a critical to-day work. element of the overall image of the Relationships with our local affiliated organisation. Any name of course is groups had to be improved. The a communication in its own right and perceived remoteness and largely contributes to the perception that unhelpful and bureaucratic response people both inside and outside the of the national organisation was organisation have of it. impinging on the effectiveness of this It was clear after the 1989/90 research crucial partnership. that the time had come to respond The Society needed to establish a and, what is more, the will existed to do mechanism for active involvement of so. We needed to try to bring to a close far more individuals with cerebral the distracting debate about the word palsy in the constitutional framework ‘spastic’ in the name and also to and governance of the organisation address some of the other underlying through an individual membership issues contributing to the Society’s scheme and local involvement in image amongst so many people. Shops poster, 1977 planning to meet needs. It was clear too that the viability of the Though correct in a medical sense, in company as “not for me”. In many organisation was being threatened by Internal communications were everyday use the word ‘spastic’ had ways this distorted reality. There was the continuing use of ‘spastic’ in our described in the research as appalling become a mis-used, unpleasant, evidence of good quality services and name. As already mentioned, there and needed to be urgently addressed offensive word and was frequently a continuing tradition of pioneering were instances of companies who to help with the change in culture that used as a term of abuse not only in the and developing new ones. The were entirely supportive of the work was an essential part of the relaunch. playground, but more seriously by implications of this research were we do but were reluctant to associate However there were a number of adults. Overall, across the vast majority serious: it created a barrier for many the word ‘spastic’ with their company reservations and worries. For example, of stakeholders, the word ‘spastic’ people in need of the organisation’s brand or products. Continuing use of the prompted recall amongst the symbolised an image that was support, or who wished to get involved the word ‘spastic’ was costing us summed up by the market research with us in various ways.

6 7 What process was followed?

general public of the name ‘The Perhaps more than anything there was Having completed the extensive agreed to inform the process of name Spastics Society’ was around 90%. a real concern about the perceived research in 1990, the details of this search and elimination. Over 400 It was an established household fundraising risk if we abandoned such were fed back to staff, volunteers, possible names were identified and charity brand name. Within the a well-known charity name. All these affiliated local groups and service gradually, by using the criteria, they organisation there were reactionary views and perceptions were users. It was essential to gain were narrowed down until 19 names views and also a real fear of change understandable and needed to be ownership of the problem that had went into a shortlist for final research amongst some. There was an inherent taken seriously to ensure that the been revealed and to secure the and recommendation to the Society’s cynicism which was expressed in Society would move forward viably necessary support internally for governing Executive Council. terms of “we’ve heard it all before”. and with confidence. constitutional and cultural change The research showed that people felt needed. This process completed, a ‘Scope’ was the most appropriate resolution was placed before the name to convey and represent the Annual General Meeting of The image and positioning for the Spastics Society in November 1992 organisation’s future. The that comprised: recommendation to our Executive Change of name in principle. Council was therefore to approve ‘Scope’, which they did. The Executive Ways of involving people with Council however asked that the cerebral palsy more directly in the existing strapline of “for people with day-to-day activities of the charity. cerebral palsy” be retained and also New forms of membership, that the additional wording “formerly particularly for disabled individuals. The Spastics Society” should be used in appropriate contexts for an Special resolutions of this nature unspecified period after relaunch and require a 75% majority. The vote at the name change. AGM in November 1992 in favour of these resolutions was overwhelming – A recommendation was therefore well in excess of 80%. The task of placed before members of The finding a new name that contributed to Spastics Society at an Extraordinary the desired repositioning and image General Meeting in March 1994. that was wanted for the organisation Members voted 79% in favour of could therefore begin. This was Scope as our new name in the biggest carried forward in a number of ways vote at a General Meeting in the starting with an attempt to define what organisation’s history. There was truly a kind of organisation the Society mandate for change both in name and wanted it be in the future. A range of also more fundamentally in terms of criteria and branding words were then the underlying issues revealed.

8 9 Relaunch planning stage

A decision was made to relaunch with important also to develop the media the new name Scope on 3 November interest which had already been 1994, just two days before our 42nd shown in the prospect of a name Annual General Meeting in London, change, and increase the anticipation giving us about seven months to and excitement within. Finally we consolidate the planning and needed enough time to develop a new preparation. During his period we corporate identity in readiness for the branded our communications with November relaunch. This would ‘Becomes Scope in November 1994’. require internal consultation and We knew it would be impossible to support, even though preliminary keep the new name secret. It was design work had been done.

Vote for name change AGM, November 1992 Launch day flag unfurling, St Thomas’s Hospital 1994

10 11 Relaunch strategy

The corporate communications strategy for relaunch was made up of a number of key elements: First and foremost, the engagement of all internal audiences through consultation, and active participation in planning. A combination of mass and targeted communication to external audiences ranging from letters and briefings for individuals and small groups, to mass mailings, shop re-branding and house-to-house collections with the new corporate identity. The new corporate identity would embody the new name and exemplify the desired image.

Strategic use of the news media person in this country in 1994: and national brand awareness ‘Disabled in Britain’. advertising focusing initially on the Relaunch planning incorporated a word ‘spastic’ as a term of abuse, number of key principles therefore. then going on to describe what Scope Central amongst these was the is and stands for. involvement and consultation internally The employment of an overall theme and also the backing of The Executive of "flying the flag for disability" of Council and Senior Management which a petition was an integral part. Team. Real efforts were made to provide continuing information and The use of a ‘stunt’, attractive to the progress reports and to present the media but relevant to the relaunch. message of relaunch and name Finally, and crucially, the change consistently in a co-ordinated development of an underlying serious and integrated way both internally and message through the publication of externally. For audiences outside the part one of an extensive survey into Society it was important to present a what it was like to be a disabled relevant and rational case for name

12 13 change focusing on the word ‘spastic’ External ambassadors were as a term of abuse, something most developed for name change amongst people readily understood, but clearly key opinion formers such as MP’s, linking this with the need for equality industrialists and even celebrities such of opportunity for disabled people as Ben Elton and David Dimbleby, both in everyday life. of whom directly contributed to relaunch day. Over 30 other celebrities Engagement within The Spastics signed up their support publicly to Society was undertaken through relaunch. Advertising was deployed regional road shows and briefings, strategically through national press, monthly team briefing meetings, poster sites on the London a regular relaunch news sheet, Underground, radio and cinema practical guidance and information commercials. Targeted sheets, a new corporate identity communications were made to manual, Scope-branded merchandise individual and corporate donors and and new stationery, checklists, also to other agencies, local question and answer sheets and an authorities, local education authorities, advice and information helpline. other charities, professional bodies Overall it was essential that people felt and so on. confident, equipped, excited and able to act as ambassadors of relaunch. The media coverage of relaunch was extensive with 2 hours 19 minutes of The main element of relaunch TV coverage amounting to 27 separate communication to external audiences news items. There was extensive radio was through the news media who were coverage and all the national press provided with news releases, briefings except the Today newspaper covered and at the point of relaunch, a video the news story. Over 460 newspapers news release for television and covered the story locally and syndicated radio tapes for both BBC regionally. and commercial radio stations. Spokespeople were available Overall, the limited resources available throughout the country, properly were concentrated into making as big prepared and trained. Extensive case a ‘bang’ as possible to ensure that as study material, particularly to support many people as possible knew of the the “Disabled in Britain” survey report change of name. was provided to enhance the media relations strategy.

14 15 16 17 Corporate identity outcomes Lessons of relaunch

By Spring 2001 (over six years after Relaunch as Scope was without doubt one. Ensure that you have a relaunch), prompted awareness of successful. It was nonetheless contingency plan in place for the stunt. Scope amongst the public had complex and nerve-wracking! There Ensure that the plan is not over- reached 71%. This, by any standards, were a number of learning points ambitious and that the targets are is extraordinary and encouraging. gained in hindsight, which perhaps clear, achievable and that the proper Understanding is slowly beginning to give a pointer to others embarking on budget and resources are in place - emerge for what Scope is and stands the same kind of exercise. however limited they have to be. for and its desired image although Establish with key stakeholders what there is still much to do in this area and Watch out for planning and kind of organisation you want to be this will take time. A strategy is being consultation gridlock. Do not let the and what you want to achieve before developed for the next three years to process impede the outcome! you start thinking about a new name or accelerate this process of building corporate identity. Beware of potential PR crises that brand understanding in the context of may need managing and may distract Scope’s aim of equality. The 50th Use external research to provide from the positive message associated anniversary of the organisation in impartial evidence and support for a with the relaunch. 2002 will help in this. strategic change of this significance - also to track and evaluate progress. Be prepared for criticisms about Over 80 new local groups have extravagance - inside and outside the affiliated to Scope and there has been Ensure that you have engagement, organisation. extensive take-up of the name Scope understanding and commitment amongst older local groups with the internally, especially amongst those Manage the introduction and use of doubts. Perhaps most important is the word ‘spastic’ in their former name. who are influential with staff and the new corporate identity - avoid reaction of people with cerebral palsy Over 1,100 people – nearly 800 are members and in the role of leadership. making its use optional or whimsical! and their parents and carers which disabled people – have joined our has been overwhelmingly positive. Ensure that communication is Equip and prepare people properly, individual membership scheme. There continuous, consistent and sustained. especially those acting as has been an increase in individual and One other outcome is apparent Relaunch should be viewed as a long- spokespeople. corporate donors and the introduction (although has yet to be tested term strategy and not an end in itself. of the new corporate identity has objectively through research) and that Invest in enthusiasts - champion the proven successful. There has been is the use of the word ‘spastic’ as The message or messages should champions! renewed enthusiasm and commitment a term of abuse has noticeably be tailored and relevant to the Sustain the process internally. to the organisation and its mission for declined. The removal of the receiving audience.’Blanket Ensure that relaunch and rebranding is which relaunch provided a legitimising effect and prominence of communication’ is unlikely to be seen as a start, not a finish. springboard. the word in our former name must successful. surely have contributed to this shift. Monitor and measure before to Acceptance of the new name Scope is There should be a serious provide a benchmark and after to almost universal with very few people underlying rationale as well as a media measure progress and outcomes. within the organisation having residual attention-catching stunt, if you have

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Find out more about Scope at www.scope.org.uk