2010.10.29 campaign strategy (web)

8/8/2019 2010.10.29 Campaign Strategy (Web)

1/42

Admin is not a dirty wordA srAy mmuA

rhAds Ar AusrAA drs

hAyd Js


2/42

2

This document was produced in partial ulflment o the requirements o the Bachelor o Communication(Proessional Communication) (Honours) at RMIT University, Victoria, Australia. All views expressedherein are the authors and do not necessarily reect those o CARE Australia.

Photographs are Copyright CARE Australia/Joshua Estey (cover, pp. 28-29); CARE Australia/Tim Freccia(pp. 15-16) and CARE Australia/Dave Tacon (pp. 20-21) and are used with permission.


3/42

ContentsExecutive summary 5

Background 6

Situation analysis 8

Overview 8

Environmental scanning fndings 8

Competitor analysis 10

Target publics 12

Critical Success Factors 15

Problem/opportunity statement 16

Objectives 17

Key messages 18

Strategy statement 20

Tactics 21

Sta workshops 22

Internal documents 22

Meetings with marketing contractor management 22

Webinar with CARE CEO 23

Dedicated webpage Admin is not a dirty word 24

Extension o dedicated webpage Virtual village 25

Virtual village booklet tie-in 26

Annual report messaging 27

Evaluation 28

Timeline 30

Budget 32

Appendices 34

SWOT analysis 34

Force feld analysis 35

PEEST analysis 36

CARE donor segments 37

MSFs call-to-action via Tumblr or their live web-conerence 38

Video suggestions or Admin is not a dirty word webpage 39

Slideshow suggestions or Admin is not a dirty word webpage 40


4/42

4


5/42

5

In 2008, CARE Australia commissioned research

which confrmed that a signifcant proportion

o donors to International Non-Governmental

Organisations (INGOs) consider low overheads

and less administration an important actor

when making fnancial donations.1.

This negative perception o overheads,

uelled by embedded donor concerns about

INGO accountability as well as messaging byorganisations across the sector, signifcantly

hinders CAREs ability to invest in undraising

and administrative inrastructure.

A strategic communications campaign

addressing this issue will educate CAREs existing

and potential donors about the benefts o

undraising and administrative inrastructure.

This campaign will allow CARE to:

Communicate more accurately with

existing and potential donors about

the nature o CAREs operations;

Improve transparency and accountability;

Increase market share through investment

in new undraising initiatives; and

Avoid potential donor backlash stemming

rom uture increases in overheads.

A strategic communications campaign plan has

been developed to ensure that eective, clear and

concise inormation is articulated to key publics

through targeted key messages. Key messages

will communicate the vital role administration and

undraising costs play in the operation and growth

o CARE, and emphasise the importance o eective

aid outcomes as opposed to low overheads.

Educating internal publics will help ensureconsistent external messaging, while web-based

tactics will help communicate cost-eectively with

the campaigns predominately web-savvy target

publics. Communicating eectively with these

publics will allow CARE to take an innovative

position on an issue aecting organisations

across the sector and in so doing, will pave

the way or potential sector-wide change.

exeCutive summary

1. See CARE Australia/Quantum market segmentation report, 2008. 88% o respondents agreed orstrongly agreed that low overheads and less admin is an important giving actor.


6/42

6

CARE Australia is a secular, non-political INGO

that works to overcome the eects o poverty

through empowering women and aecting

sustainable social change. CARE has strong

brand awareness2 in a highly-competitive

sector o over 70 INGOs and is the 10th largest

Australian INGO with a 2.42% market share3.

CARE relies on unding rom the Australian

public or approximately 21% o its revenue4.

CARE Australia has relatively modest administration

and undraising overheads o 9%5 o its

operating revenue. CARE operates with a strong,

organisation-wide ethos o efciency which is

reected in its desire to minimise overheads and

maximise expenditure on overseas programs.

For INGOs, overheads are considered to be

expenses that are not directly related to aid

or development programs. Administration

overheads include fnance, human resources,risk assurance, legal, and inormation and

communications technology inrastructure costs6

while undraising overheads include the cost o

marketing, creative services and publishing7.

There is a proven perception among INGO donors

that lower overheads are better. This is reected

in 2008 CARE-commissioned research that ound

88% o CAREs donors consider low overheads

and less admin an important actor in giving8.

BaCkground

2. See CARE Australia/Roy Morgan Brand Awareness Survey, 2008. This research ound that CARE ranked sixth (with 9%) amongAustralian INGOs in unprompted brand awareness and ourth in aided awareness (with 77%) among Australians.

3. Measured in terms o unds raised by INGOs rom the Australian community in 2008 (see acfd.asn.au, Which agencies raise most?)4. CARE Australia 2009,Annual Report 2008/09, p.32.5. CARE Australia 2009,Annual Report 2008/09, p.5. CAREs overheads are comparatively low among the major INGOs, the overheads o

which range rom 5% to 29% (agencies listed at http://www.acfd.asn.au/resources/acts-and-fgures/which-agencies-raise-most).6. CARE Australia 2009,Annual Report 2008/09, p.36.7. World Vision 2009,Annual Report 2008/09 , p.91.8. CARE Australia/Quantum market segmentation report, 2008.9. CARE Australia/Quantum market segmentation report, 2008.


7/42

7

This research ound low overheads and less admin

to be third among CARE donors top fve giving

priorities. The other our giving priorities relate to

making a long-term dierence in communities, aid

expertise, helping children and aid eectiveness9.

The negative donor perception o administration

and undraising overheads, as well as a strong

impetus to provide a point o dierence in

a competitive sector, has resulted in CAREcommunicating its low overheads to donors via

marketing channels. In a response to a Frequently

Asked Question (FAQ) on overheads, CARE writes:

You can be condent you are supporting one of

the most efcient and accountable organisations

of its type in the world. CARE prides itself on

maximising the donations that go to our overseas

projects. In 2009 CARE Australia spent 90 per cent

of our total revenue on our work in the eld10.

This message is echoed by other low admin players

in the sector. Caritas, or instance, states that its

administration cost ratio is one o the best in the

world11 and ChildFund states that it is a leader in

keeping administration costs to a minimum12.

There is an understanding in the INGO sector that

while this messaging helps individual agencies,

it damages and devalues the sector as a whole.

ACFID (Australian Council or International

Development) labels the practice a negative

norm and convention13 prevalent in the sector.

While market research suggests that donors

generally respond well to CAREs marketing o its

low administration and undraising overheads,CAREs 2010-2015 strategic plan outlines the goal

to achieve signifcant income growth through

$20 million [in] cash donations secured rom

the Australian public per annum by 201514.

Addressing the negative donor perception o

higher undraising overheads will allow CARE to

increase investment in new undraising revenue

streams to help achieve this strategic goal.

10. CARE.org.au, FAQs, available at http://www.careaustralia.org.au/Page.aspx?pid=212.11. Caritas.org.au, Caritas at a glance, available at http://www.caritas.org.au/AM/Template.cm?Section=Caritas_at_a_glance.12. Childund.org.au, Our Accountability, available at https://www.childund.org.au/sponsor/accountability.13. ACFID, 2009. Promoting Voice and Choice: Exploring Innovations in Australian NGO Accountability for Development

Effectiveness, p.34, available at http://www.acfd.asn.au/resources/promoting-voice-and-choice.14. CARE Australia 2010. CARE Australia Strategy 2010-2015.


8/42

8

OriwCARE has an opportunity to educate its donors

about the benefts o investing in administration

and undraising to its donors. In doing so, CARE

will take a lead role on an important industry issue

and potentially allow or increases in administration

and undraising expenditure in uture.

nirOnmntalscanningfindingsSee Appendix 1 to 3 for detailed ndings

CARE Australia has signifcant strengths as an

organisation. A member organisation o the

worldwide, well-respected development group CAREInternational, CARE Australia possesses proven

development and emergency relie expertise. It is an

AusAID-accredited organisation and is a signatory

to the ACFID, ICRC and FIA Codes o Conduct15,

demonstrating its commitment to ethical behaviour

and best practice in all aspects o its operations.

From a marketing and communications perspective,

CARE possesses strong communication management

and eective communication processes, including

some investment in social media. It has recentlycompleted a successul six month pilot ace-

to-ace undraising program, resulting in over

1,800 monthly donor signups in the period. It has

well-established relationships with key existing

donors and a number o donor engagement

activities including the CARE Cycle Challenge and

recently-launched Walk In Her Shoes campaign.

situation analysis

15. Inormation on the Australian Council or International Development (ACFID), International Red Cross and Red Crescent Movement(ICRC) and Fundraising Institute o Australia (FIA) Codes o Conduct available at http://www.care.org.au/codesoconduct.


9/42

9

In recent years, however, CARE has missed

opportunities or urther innovation in undraising

and administration, partly as a result o responding

to the donor desire or keeping overheads low.

CARE has not invested in measures such as stronger

accountability standards that would provide

greater transparency to external stakeholders, or

innovative undraising mechanisms to help ensure

the long-term fnancial sustainability o CARE.

In order to allow or a greater investment in

important non-program inrastructure, CARE has an

opportunity to educate existing and potential donors

about the benefts o administration and undraising.

These benefts include more eective aid outcomes

due to the recruitment and employment o expert

sta; adequate IT, HR and other inrastructure;

greater accountability and transparency to donors;

and increased revenue as a result o investment

in undraising. As this issue aects organisations

across the sector, there is urther opportunity

or CARE to take an innovative position on the

issue, paving the way or sector-wide change.

There are potential threats to a campaign

addressing negative donor perceptions o

administration costs. CAREs current low overheads

are a point-o-dierence valued by donors in

a highly competitive sector. While this point-

o-dierence could be compromised i CARE

makes a concerted eort to address negative

perceptions, this threat could be minimised byemphasising CAREs commitment to efciency

and accountability during the campaign.

It is pertinent to also note that while a targeted

education campaign has the potential to ostracise

a small number o donors with deeply held

attitudes against higher administration costs,

there is no guarantee that CAREs overheads

will stay at current levels. CAREs overhead

percentage has steadily increased rom under 5% in

2002/0316 to over 9% in 2008/0917. An education

campaign will help mitigate uture risk o donor

backlash as a result o increasing overheads.

CAREs limited marketing budget means any

eorts to educate donors on the benefts o

administration and undraising should rely heavily

on existing communication channels. Given the

popularity o the internet and social media among

CAREs donors and Australians generally, making

use o web-based channels is encouraged.

CARE market research has highlighted giving

actors that along with low overheads and lessadministration are also important to donors.

These include aid eectiveness, feld expertise

and the long-term sustainability o programs.

Emphasising the importance o these other

perormance indicators as well as CAREs proven

track record in achieving them over low overheads

should be a key component o this campaign.

16. CARE Australia 2009,Annual Report 2002/03 , p.29. Calculated by dividing undraising and administration costs by total expenses.17. CARE Australia 2009,Annual Report 2008/09 , p.32. Calculated by dividing undraising and administration costs by total expenses.


10/42

10

cOmptitOranalysisAs ACFID has highlighted, one o a number o

negative norms and conventions in the development

sector is the ongoing and usually unhelpul public

statements by most agencies arguing how little

they spend on administration overheads18.

This low admin messaging is widespread,

with many INGOs touting the benefts o low

administration spending. An analysis o this

messaging suggests that low overheads are

promoted in the INGO sector in one o three ways:

1. onnecting low oveea witaccontabilit.

Some organisations in the sector tie low overheads

with the concept o accountability

19

. Save theChildren states that it recognises our duty to be

accountable We aim to keep our administration

cost ratio below 10%20. Likewise, under the

heading o Our Accountability, ChildFund states

that it is a leader in keeping administration costs

to a minimum21. This connection between low

overheads and accountability ignores the act that

the amount an organisation spends on overheads

has no bearing on its ability to be accountable and

transparent in act, organisations who invest in

comprehensive accountability measures generallyhave higher administration overheads as a result22.

2. sggeting 100% of a onation willgo to toe in nee.

Stating that 100% o a donation will go directly

to programs gives the misleading impression that

organisations can operate without administration

costs. In a specifc appeal, Red Cross claimed that

it will not deduct any unds whatsoever rom

the Appeal or administration costs23. A smaller

INGO claims that it guarantees that 100% omoney donated [will] go directly towards the

projects in Vietnam24. Another states that in

the last fnancial year, Asian Aid did not take a

percentage out o your donations or sponsorship

or our operations in Australia25. This messaging

is prevalent in smaller INGOs which generally

use unds rom other sources (or instance,

government unding) to cover overheads.

3. onnecting low oveea wit

effectivene.

This more subtle messaging inaccurately suggests

low overheads mean more eective aid delivery.

In a FAQ, Caritas suggests that low administration

overheads mean more money reaches those who

need it26. It is well understood in development

circles that throwing money at a problem

without proper aid inrastructure, expertise,

cultural understanding or evaluative tools usually

results in ineective outcomes. Administration

inrastructure, including accountability measures,can mean aid money is spent more eectively.

This is ignored in Caritas messaging.

18. ACFID, 2009. Promoting Voice and Choice: Exploring Innovations in Australian NGO Accountability for DevelopmentEffectiveness, p.34, available at http://www.acfd.asn.au/resources/promoting-voice-and-choice.

19. The connection between low overheads and accountability is evident in CAREs current messaging, or instance care.org.au, FAQs.20. Savethechildren.org.au, History Now, available at http://www.savethechildren.org.au/about-us/history/history-now.html.21. Childund.org.au, Our accountability, available at https://www.childund.org.au/sponsor/accountability.22. An example o this is World Vision, who in 2009 won the PricewaterhouseCoopers Transparency

Awards ater investing heavily in accountability measures. See http://bit.ly/denJ5.23. Redcross.org.au, Red Cross welcomes appointment o Independent Advisory Panel and process or distribution o appeal

unds. Available at http://www.redcross.org.au/vic/news_mediareleases_victorian-bushfres-assistance-120209.htm.24. Liestartoundation.org.au, Liestart Foundation, available at http://www.liestartoundation.org.au.25. Asianaid.org.au, Administration Costs, available at http://www.asianaid.org.au/au/administration-costs.aspx.26. Caritas.org.au, Caritas at a glance, available at http://www.caritas.org.au/AM/Template.cm?Section=Caritas_at_a_glance.


11/42

11

In response to a FAQ on administration costs,

UNICEF states that it uses low-cost, highly-

eective solutions27. It could be construed that

by doing so, UNICEF connects highly eective

with low cost which ignores the reality that lower

overheads do not necessarily equate to more

eective aid, and that organisations with higher

overheads can still produce eective outcomes.

rAsAs WhumssA

Many large ACFID-compliant agencies, including

World Vision and Oxam, provide defnitions o

administration and undraising without adding

urther commentary. In doing so they are neither

contributing to negative donor perceptions, nor

addressing potential misconceptions around

administration and undraising overheads. Likewise,

PLAN has a dedicated Money Matters webpage28

answering a number o unding-related questionswhich, while still emphasising efciency, contains no

implication that low overheads equate to good aid.

rAsAs AyduA

A small number o INGOs actively educate donors

around the need or administration costs. Catholic

Mission, or instance, states in a website FAQ

that in spending on administration it is meeting

the needs o its donors. It gives the example that

donors need and request eedback and this involves

the cost o producing newsletters and reports29.In this messaging, Catholic Mission is inorming

its donors that without administration spending,

basic organisational unctionality would erode.

A small Melbourne-based INGO, Engineers

Without Borders Australia, has made a conscious

eort to educate donors about the benefts o

administration and undraising expenditure. It does

this not through specifc campaigns, but through

relationship-ocused donor engagement. This

involves engaging donors via email, telephone, atevents and through other ace-to-ace channels.

27. Unice.com.au, Frequently Asked Questions, available at http://www.unice.com.au/More/AboutUs/FAQs/tabid/177/Deault.aspx#admin_costs.28. Plan.org.au, Money Matters, available at http://www.plan.org.au/myplan/aq/moneymatters.29. Catholicmission.org.au, FAQs, available at http://www.catholicmission.org.au/aq.asp.


12/42

12

The primary ocus o this campaign is to shitnegative attitudes o overheads among existingand potential CARE donors. Accordingly, this

communication campaign strategy has identifed

existing and potential individual donors, and

internal publics as the primary publics.

Secondary publics are outlined below to recognise

the importance o CAREs organisational

relationships. While corporate donors and AusAIDare vital to CARE as an organisation, these publics

require stakeholder management approaches

which are not the ocus o this campaign strategy.

Thus, specifc objectives and tactics have not

been drawn or these publics. It is anticipated,

however, that these publics will be exposed

to the broader donor communication tactics

designed or this campaigns primary publics.

primary publicsXs dduA drs

In 2008 CARE conducted market research which

ound that 88% o CAREs roughly-30,000

individual donors agree or strongly agree

that low overheads and less spending on

administration is an important giving actor30.

The same market research segmented donors

into our groups: passionates (19%), caringfnanciers (25%), un-ocused (31%) and

co-operators (25%)31. See Appendix 4 or a

detailed breakdown o these segments.

target puBliCs

30. CARE Australia/Quantum market segmentation report, 2008.31. CARE Australia/Quantum market segmentation report, 2008.


13/42

13

Co-operators tend to be non-proactive in their

giving habits and emotionally disconnected

rom CARE and the sector as a whole. As a

result, this campaign will target all existing CARE

donors with the exception o co-operators.

Passionates, caring fnanciers and un-ocused

donors share a common attitude that low

administration costs and lower overheads are

important. Thus, this strategy recommendscommunicating consistent key messages to these

donors, using a range o channels including print,

web and social media to ensure donor engagement.

PA dduA drs

With around 1.5 million Australians giving to INGOs

annually32, CARE has a huge pool o potential

individual donors. While it is not realistic to see

large-scale attitudinal shit in all Australians who

give to INGOs, there is opportunity to engage

with potential individual donors who come into

contact with CARE through existing communication

channels. These channels include ace-to-ace

undraisers, telephone undraisers, CAREs website,

CARE-related events and the Annual Report.

AusAID research ound that or Australians

likely to give to INGOs, 75% see the internet

as a good inormation source, while 53%

value a live webinar, or web seminar33.

Ar mArK rArs

CARE utilises the services o three marketing

contractors in order to engage and retain donors:

two ace-to-ace undraisers, Cornucopia and

Support Direct; and telephone undraiser Pareto

Phone. These marketing contractors are the

ace o CARE to many donors, with most initial

communication between CARE and its new

donors coming through these channels. A highlevel o collaboration between CARE and its

marketing contractors will be essential in producing

uniorm external messaging on the topic.

Ar mPys AdmsrA Ad PrrAmsAFF

While administration and program sta are not

always ront-line communicators, many represent

CARE as guest speakers or at specifc unctions.All sta are considered brand advocates and

should thereore be made aware o this major

shit in messaging on a key donor topic.

32. See AID/WATCH, Where is your AID money going?, available athttp://www.aidwatch.org.au/where-is-your-aid-money-going/non-government-organisations.

33. See AusAID/Instinct and Reason 2009, Community Attitudes Study, Inormation channel preerences.Statistics comprise o Others frst, were lucky, It makes sense and The investors segments.


14/42

14

scOndary publicsrPrA drs

CARE has approximately 20 corporate donors who

give both fnancial and in-kind support. While

overheads have not historically been a major

concern or corporate donors, given this publics

signifcant value to CARE, corporate donors

should be brieed through appropriate channels

about this shit in messaging. With all corporate

donors possessing a sound understanding o the

realities o business/organisational environments,

communicating CAREs need to invest adequately

in administration and undraising is achievable.

AusAd/rm

Given AusAIDs signifcant investment in CARE

($17.6 million in 2008/09, or 22% o CAREs

revenue34

), it is important that AusAID understandCAREs shit in messaging around overheads and

the reasons or it so that they are assured CARE

does not wish to embark on waste spending.

mdA

Media outlets will not be aggressively targeted

in this campaign, as key messages will be

disseminated to target publics via other channels.

Given the medias interest in issues around

accountability and waste spending (see PEESTanalysis, Appendix 3), it is possible that this

campaign may receive negative media attention.

In this event, CAREs media co-ordinator

will be amiliar with the campaigns talking

points and key messages and handle

any media enquiries as they arise.

AusrAA s

The unhelpul35 messaging o low administration

and undraising overheads is not confned to CARE

but is prevalent industry-wide. Consistent industry-

wide messaging on the benefts o administration

and undraising spending will ensure widespread

shit in donor attitudes on the issue. Inormally

discussing this campaign with other INGOs in

contexts such as the annual Aid Communicators

Conerence could help to initiate the process

o a shit o messaging or other agencies.

AFd

The Australian Council or International

Development (ACFID), with over 70 member INGOs,has agged the promotion o low administration

costs as a negative norm and convention prevalent

within the sector36. While it is not necessary to

ormally communicate to ACFID or this campaign,

keeping them abreast o CAREs shit o messaging

on this issue is useul given ACFIDs ability to

push or an industry-wide shit o messaging.

34. CARE Australia 2009,Annual Report 2008/09, page 32.35. ACFID, 2009. Promoting Voice and Choice: Exploring Innovations in Australian NGO Accountability for Development

Effectiveness, p.34, available at http://www.acfd.asn.au/resources/promoting-voice-and-choice.36. ACFID, 2009. Promoting Voice and Choice: Exploring Innovations in Australian NGO Accountability for Development

Effectiveness, p.34, available at http://www.acfd.asn.au/resources/promoting-voice-and-choice.


15/42

15

CritiCal suCCessFaCtors In order to address the negativeperception that CAREs administration

and undraising costs are a detriment to

our work, we must communicate

the benefts o administration

and undraising to donors.

In order to allow or greater investment

in administration and undraising, we

must articulate more accurately todonors the way in which CARE operates.

In order to ensure CAREs messaging around

the benefts o administration and

undraising remains consistent, we

must inorm relevant internal publics

about the shit in messaging.

In order to minimise potential donor

concern over CAREs change o

messaging on overheads, we

must emphasise CAREs commitment

to accountability, efcient

practice and quality outcomes.


16/42

16

proBlem/opportunitystatement

16


17/42

17

oBjeCtives

17


18/42

18

mssags fOrintrnal publicshr s K BW WrhAds Ad h FFdry F Ad.

Many development experts believe that

race to the bottom in lower overheads mayactually damage organisations38. Our own

experience at CARE tells us that the percentage

o revenue we spend on overheads has no

impact on our ability to deliver eective aid.

mPhAss ur WrhAds s drmA Ar h -rm.

Investing in administration and undraising

contributes to the health o CARE. Thereore, usingour low overheads as a positive selling-point is

not only damaging, its inaccurate. Emphasising

the benefts o investing in administration and

undraising will allow donors to see what we see

that investing in administration and undraising

doesnt hinder our organisation, it helps it.

key messages

38. See, or instance, http://goodintents.org/bad-donor-advice/dont-choose-a-charity-or-haiti-based-on-administration-costs.


19/42

19

mssags fOrxtrnal publicsAdm s A dry Wrd.

Everything we do depends on our admin

and undraising spending our expert sta,

undraising and advocacy eorts, or the

electricity which keeps the lights on. Thats whywhen a small raction o your donation goes to

administration, its not taking away rom the lie-

changing work that we do its supporting it.

FF Ad s ur A, W rhAds.

We value your money. Industry-leading

accountability measures mean that every dollar

we spend, we spend wisely. But low admin costs

dont always mean a better organisation in act,theres evidence to suggest the opposite. Our goal

is to transorm lives through alleviating poverty.

Investing in administration and undraising allows us

to do this more eectively. It allows us to attract aid

experts and to have the resources and inrastructure

that will support them to do their best work.

W Ar Ad XPrs. WhuAdm, W Wud B.

To do things right requires hard work. It also

requires the right people with the right expertise.

It requires proper inrastructure and adequate

resources. Theres is good reason CARE is trusted

around the world or its eorts in overcoming

poverty we use the money you entrust us

with wisely and to great eect. Investing inadministration is a vital part o this process.

FudrAs hPs us Brmr PP u F Pry.

Our highly eective undraising methods mean that

the more we spend on undraising, the more money

can be allocated to our lie-changing programs.


20/42

20

strategy statement

20


21/42

21

taCtiCs

21


22/42

22

staff wOrkshOpsPuBs Ard

Program and administrative sta

Marketing contractor sta

mPmA

Workshops will be run or CAREs programand administrative sta, and or street

and telephone undraisers at Cornucopia,

Support Direct and Pareto Phone.

These workshops will make use o an engaging

video produced or the dedicated Admin is not

a dirty word webpage (see Appendix 6, video

suggestion number 1). The video will be shown

prior to the websites launch to ensure its currency

or sta. Ater a presentation discussing the

reasons or the change in messaging, sta willrun through brie role-playing scenarios (between

a role-played member o the public concerned

about administration costs and a sta member).

intrnaldOcumntsPuBs Ard

Program and administrative sta

Marketing contractor sta

mPmA

A short talking points document will be

emailed to CARE sta ater the workshops,

reiterating key messages and FAQs. A link to this

document will be placed on CAREs intranet.

Cornucopia, Support Direct and Pareto

Phone undraisers will receive a similar

document, in addition to updated scripts

and objection handling documents.

mtings withmarktingcOntractOrmanagmnt

PuBs Ard Marketing contractor management

mPmA

To produce uniorm organisation-wide messaging

on this issue, the communications and undraising

team will work with management teams at

Cornucopia, Support Direct and Pareto Phone.

These meetings will inorm management o

the shit in messaging and its importance.

They will encourage management to utilise

existing communication protocols to urther

disseminate the shit o messaging to sta.


23/42

23

wbinar withcar cOPuBs Ard

Existing individual donors

Potential individual donors

rAA

Given the prevalent use o social media by

many o CAREs existing donors, there is an

opportunity to utilise this cost-eective channel

by engaging donors in an online discussion about

how their money is spent particularly ocusing

on administration and undraising costs.

Similar in nature to the web-conerence held

by Medicine Sans Frontiers about their Pakistan

Floods appeal (Want to know exactly how yourgits helped MSF respond to the earthquake in

Haiti?)40, this webinar (or web seminar) will

present a unique opportunity or donors to

engage directly with CARE CEO Julia Newton-

Howes on an issue they consider important.

mPmA

The webinar will be promoted on the back o

CAREs Christmas Appeal, which raises unds in

the lead-up to Christmas. Individuals who make

a donation or sign up as a monthly donor in

this period will receive an invitation, as part o

their thank you email or letter, to join an online

discussion with CARE CEO Julia Newton-Howes

about how their money is spent. Donors will thenhave the opportunity to submit questions online

in advance on any spending-related topic.

Calls-to-action will appear in early- to mid-

January on social media channels (We want

you to ask the tough questions...). The webinar

will be publicised urther on CAREs bimonthly

newsletter and homepage, and a blog posting

entitled 5 things you didnt know about

admin spending will promote the webinar.

On the day o the webinar, Twitter and Facebook

updates will encourage participation (Find out

how your money is spent). During the webinar,

Julia Newton-Howes will make mention o

a new Admin is not a dirty word webpage,

which will be launched directly ollowing the

webinar. A recording o the webinar will be

made available on the new webpage.

Based on the success o the webinar and eedback

rom its participants, there is scope to replicate

this tactic as a tie-in or the June Tax Appeal,

with Julia engaging donors on the topics o

administration and undraising spending.

40. See Appendix 5.


24/42

24

ddicatdwbpag admin is nOt adirty wOrdPuBs Ard



Secondary publics corporate

donors, AusAID, other INGOs, ACFID

rAA

CAREs website is a source o inormation or

potential and existing CARE donors, internal publics,

and others in the sector. A dedicated webpage on

CAREs website with audience-appropriate, engaging

and high-quality content will be a key element in

educating donors on administration spending.

mPmA

The dedicated Admin is not a dirty word

webpage will be launched directly ater the

CEOs webinar. It will be mentioned in the

Christmas Appeal Thank You letter along

with the webinar, publicised via an e-mailout

(independent o the regular bimonthly e-newsletter)

and promoted to industry media outlets.

Webpage body text

The webpage body text will present key

messages in a straightorward manner;

in either a Q&A ormat or list ormat

(10 things you dont know about admin).

embedded videos

Embedded videos, hosted on CAREs YouTube

channel, will tell simple stories highlighting thebenefts o, and need or, administration and

undraising. See Appendix 6 or suggested concepts.

Flash-based slideshoWs

To address the potential donor attitude that

administration spending is waste spending (or

instance, that it unds extravagant Christmas parties

or private CEO holidays), ash-based slideshows will

take website viewers behind the scenes at CARE

highlighting ways that administration unding isspent. See Appendix 7 or suggested concepts.


25/42

25

xtnsiOn Ofddicatdwbpag irtual illagPuBs Ard


Potential donors

Secondary publics corporate

donors, AusAID, other INGOs, ACFID

rAA

Administration and undraising are two dierent

concepts, and are currently considered so by

donors. While donors may understand the need

or paying the phone bill, they are less likely to

consider it necessary much less benefcial to

receive marketing material ater they make a

once-o donation. As a Part 2 o the Admin

is not a dirty word webpage tactic, this tactic

will help donors visualise the direct eect that

undraising revenue has on CARE projects.

mPmA

This tactic will be implemented ater the June

2011 Tax Appeal. Similarly to the Admin is nota dirty word webpage launch, this webpage

extension will be publicised in the Tax Appeal

Thank you letter as a way or donors to better

understand how their money is being spent.

Utilising Flash animation technology, the virtual

village will depict a specifc, real-lie community

CARE has completed projects in (or instance, a

specifc village in Cambodia, Vietnam or Timor-

Leste). This community should be one where CARE

completed a number o projects simultaneously

or instance, water and sanitation, road-building,

education, micro-fnancing or agriculture.

Webpage visitors will be greeted by a simple villagemock-up a ew huts, an outdoor fre, a vegetable

patch and a percentage slider bar set to 0% at the

bottom o the screen representing the percentage

o undraising revenue invested in the village. As

the animation begins and the percentage increases,

projects start to pop up a school is constructed,

teachers are trained, a clean water source is

procured, a road connecting the village to a nearby

market is built with a running commentary on

the eect each project had on the village, and the

amount or which each project relied on undraising

revenue. Meticulous research should be conducted

to ensure that the virtual village accurately

reects the degree to which undraising revenue

contributed to the various projects, which should

be clearly communicated to webpage viewers.

At the completion o the animation, the

percentage slider will become interactive,

with users able to slide backwards to

previous stages o the animation.

This tactic is designed to reinorce the message

that the amount invested in undraising directly

correlates with the eect that CARE has in

poor communities around the world.


26/42

26

irtual illagbOOklt ti-inPuBs Ard


rAA

In order to communicate the benefts o undraising

expenditure to donors who may not be regular

internet users, this tactic will present a version o

the online virtual village in a brochure ormat.

mPmA

This booklet, which will utilise the skills o both

CAREs in-house designer and an externally-sourced

graphic designer, will be bundled with a regular

CARE newsletter and sent to all existing donors

on the CARE mailing list. It will tell the same storyo the village in the tactic above, adapted or

the booklet medium. Key messages will remain

consistent with the virtual village animation that

investing in undraising means more unds to help

empower poor communities. A prominent link to

the Admin is not a dirty word webpage will be

displayed at the end o the booklet to ensure a

tie-in with the virtual village ash animation.


27/42

27

annual rpOrtmssagingPuBs Ard



Secondary publics corporatedonors, AusAID, other INGOs, ACFID

rAA

Traditionally, CAREs Annual Reports have

presented its fnancial details with little or no

commentary on why money is allocated or

administrative or undraising purposes. There

is opportunity to explain in this crucial external

engagement document the reasons why CARE

invests in administration and undraising.

mPmA

Two areas o the Annual Report are appropriate

or messaging on this topic: the fnancial

reporting section and the FAQ section.

Financial reporting section

In the 2009 Annual Report fnancial reporting

section, CARE had a paragraph headed Main

inuences on costs o operation41. Various non-

program expenses (marketing, administration,

education) are outlined with no explanation

as to why extra was spent on undraising

and marketing rom the previous year.

Future annual reports can provide an explanation

or CAREs investment in administration

and undraising in this section.

FaQs

The 2009 Annual Report included the FAQ,

How much o the money CARE raises goes to

projects overseas? with the standard response

that CARE is one o the most efcient and

accountable organisations in the world, and thatit prides itsel on maximising project spending.

Upcoming annual reports can utilise new

messaging around overheads to ensure

consistent messaging across all channels.

41. CARE Australia 2009,Annual Report 2008/09 , p.36.


28/42

28

evaluation

28


29/42

2929


30/42

30

Campaign timelinenovee 2010 o m 2011


31/42

31

a 2011 o J 2012

CEO

ChieExecutiveOfcer

CM

CommunicationsM

anager

CO1

CommunicationsO

fcer1

CO2

CommunicationsO

fcer2

CO3

CommunicationsO

fcer3

FM

FundraisingManag

er

FO

FundraisingOfcer

FT

FundraisingTeam

MC

MediaCo-ordinator

MCO

MultimediaCommu

nicationsOfcer

OOC

OnlineCommunicat

ionsCo-ordinator

OM

OfceManager

VI

VolunteerIntern

DedicatedAdminisnotadirtywordweb

page

Tacticstargetinginternalpublics

Webinar

Holidayperiod

Evaluation

VirtualVillagewebpageandbooklet

AnnualReportmessaging


32/42

32

ms Wh mArK rAr mAAm

Meetings 0%

Stafng 1%

Total + 1%

sAFF WrKshPs

Video production 0%43

Flights to Canberra 0%44

Stafng 2%

Total + 2%

rA dums

Stafng 2%

Total + 2%

WBAr Wh Ar

Webinar technology 2%

Stafng 8%

Total + 10%

ddAd WBPA Adm s A dry Wrd

Video production 5%

Stafng 15%

Total + 20%

Budget

43. This cost tallied under Dedicated webpage Admin is not a dirty word.44. Covered under Qantas corporate partnership agreement.


33/42

33

Xs F ddAd WBPA ruA A

Flash animation design 5%

Stafng 15%

Total + 20%

ruA A BK -

Graphic design 5%

Printing 15%

Stafng 5%

Total + 25%

AuA rPr mssA

Stafng 1%

Total + 1%

AuA

Stafng 5%

Total + 5%

FA AuA

Market research 5%45

Stafng 9%

Total + 14%

TOTA EPESES = $20,000

45. The cost o market research will be oset by unds sourced rom the general undraising and communications budget,as market research can be utilised or broader communications strategy as well as other campaigns.


34/42

34

appndix 1sW AAyss

appendiCes

strengths

Respected within development sector

Strong brand recognition among public

Trusted by existing donors

Large existing donor base (~30,000)

Low admin costs; valued by donors

Quality programs

Strong accountability measures

Strong web presence/use o social media

Established media presence

Some innovative undraising mechanisms

opportunities

To address negative donor perception

o admin and undraising costs

To allow or greater admin/marketing

expenditure in coming years

For CARE to take innovative position

on important sector-wide issue

Weaknesses

Low unprompted brand recognition

Relatively small market share

Highly competitive marketplace

Limited donor unding

Uses low admin costs as marketing tool

Negative perception o admin

costs among donors

Limited marketing budget

Limited investment in revenue streams

threats

Donor reaction against campaign by

those who value CAREs low admin costs

Current point-o-dierence compromised

Other members o sector tapping intoear o high admin costs; condemning CARE

Negative media coverage


35/42

35

appndix 2Fr Fd AAyss

Worstperception

orsituation

Existing

negative

perceptionohigh

overheadsretained

CAREs

eenaswasting

andmismanaging

unds

Donors

ailtosee

beneft

soinvesting

inadministration

andun

draising

Donors

turnto

competitorswithlow

administrationcosts

CAREb

ecomesless

attractivetodonors

point-o

-dierencelost

driversor

opportunities

Strongrelatio

nship

withkey

existingdono

rs

Strong

communications

management

&proven,e

ective

communication

processes

Goodreputation

Currentlow

administratio

ncosts

urrentperception

orsituation

CAREslow

administration

costsreectgood

businesspractice

Low

adminis

morevaluable

thaneectiveness

Administration

costsareconcernin

g,

mayimplyinefciency,

badmanagement

ormisusedunds

Donorunds

shouldideallygo

directlyto

targetcountry

Moneyshouldnotbe

spentundraising

Barriersorissues

Deeplyembedded

donorresistance

tohigheroverheads

Finiteresourcesin

communicating

messages

Limitedabilityto

connectwithlarge

numbersopotential

donorsinorder

toaectwide-scale

attitudechange

Competitivemarket

Partlyolder

donorbase,maybe

resistanttochange

Strongattitudesin

mediaagainstcharity

wastespending

Bestperceptionor

situation

Donorsdonotsolely

valuelow

administration

costs,

buteective,

smartuseounds

Donorsvalue

eectiveaidwork

overlow

overheads

Donorscanseevalue

ininvesting

administration

andundraising

Potentialdonors

chooseCAREorits

aideectiveness,not

low

administration

costs

Donorssee

undraising

expenditureas

awaytoincrease

undstoprograms


36/42

36

political

High degree o media and public scrutiny o government at all levels accountability

Resistance to waste spending (e.g. pink bats; Coalitions Stop the waste election slogan)

Health, education, immigration, inrastructure development (e.g.National Broadband Network) are major policy issues

Scrutiny over and some media criticism o government aid spending

economic

Value or money important as ever businesses still recoveringrom the implications o the global fnancial crisis

Housing aordability; grocery prices etc. cost o living high with many households eeling eects

Overspending and debt: both household debt and government (Abbotts

election slogan: Today, the government has spent another $100 million)

environmental

Growing awareness in households o climate change and environmental concerns

Emissions Trading Scheme debates and ultimate demise voter backlash against Rudd broken promise

Growing environmental considerations in business practices e.g. CSR; energy efcient buildings, etc.

Some scepticism about climate change, particularly ater Climategate urore prominent

sceptics e.g. Herald Sun columnist Andrew Bolt; Climate Sceptics party running or senate

social

Highly mediatised, computerised and technology-dependent society

Advertising ever-present: thousands o advertisements consumed by city dwellers daily

Australian society possessing sometimes laid-back, tongue-in-cheek view on many issues

Australia generally an outward-looking nation; dependent on other nations or deence,

economy, culture; large number o Australian travellers; high migrant population

technological

Prevalent use o the internet and social media: lives increasingly online and computerised

Utilisation o interactive media and the internet within businesses

Social media sites popular and used in most demographics

Popularity o You Tube and rich media

Websites oten frst point-o-reerence or those interested in a business/service

appndix 3Ps AAyss


37/42

37

2008 CARE research segmented CAREs donors into

our segments: passionates (19%), caring fnanciers

(25%), un-ocused (31%) and co-operators (25%) .

Caring fnanciers are those most concerned about

administration spending, with 96% agreeing

that lower overheads are important. Given their

greater likelihood to be in a lower income, older-

aged household, it is vital that key messagesare communicated simply and eectively to this

segment. While there are a growing number o

older-aged internet users, CARE are encouraged

to use more traditional channels to communicate

with this segment, including annual reports.

91% o passionates mainly emale, aged 18 to 34

are concerned about administration costs. Due to

their high motivation to contribute, their diligence in

giving and engagement with CARE, it is likely that

passionates would be keen to enter into a dialoguearound how their money is being spent. The high

level o internet use among this younger segment

means the use o online channels are appropriate.

84% o un-ocused (who are typically younger,

with a avourite leisure activity o internet

surfng) are concerned about administration

costs. Given the segments use o the internet

and social media, web-based tactics may be

a strong channel to reach these publics.

Co-operators, who tend to be mature-aged males,

are the least concerned about administrationcosts among CARE donors, with 82% rating

them important. Given co-operators are generally

non-proactive in giving, unlikely to research

when donating and emotionally disconnected

rom CARE and the sector as a whole, they are

not considered a priority or this campaign.

appndix 4Ar dr sms

46. See CARE Australia/Quantum market segmentation report, 2008.


38/42

38

See post at http://doctorswithoutborders.tumblr.com/post/1059895074/want-

to-know-exactly-how-your-gits-helped-ms-respond#disqus_thread.

appndix 5msFs A--A A umBr Fr hr WB-Fr


39/42

39

1. A sketched cartoon telling the story o a

woman in a poor community who starts

a small business with profts she earned

through a CARE microfnancing

scheme. The video will highlight how

many dead ends the woman runs into asthe business grows when she does not

spend on administration or

undraising. It would then liken

this story to organisations like CARE.

2. Brie interviews with CARE Australia

administration sta explaining how their

input helps with the day-to-day running

o CARE. This would help put human aces

to the unknown beast

o administration costs.

3. Interviews with sta in CARE Country

Ofces (or instance, in Timor-Leste

or Cambodia) who explain how investing

in administration inrastructure has assisted

their eorts to overcome poverty.

Videos can also highlight how limitedinvestment in administration inrastructure

or skilled administration sta may have

historically hindered the Country Ofce.

appndix 6d suss Fr Adm s A dry Wrd WBPA


40/42

40

1. A shot o the IT server room, explain

ways it is crucial or CAREs success

2. A picture o some members CAREs

administration sta, discuss ways

their expertise and experience helps

CARE become a better organisation

3. A picture o Ernst & Youngs

head ofce, explain some o the vital

accountability unctions they provide

4. A picture o an HR sta member,

discuss ways they use their expertise to

attract world-class aid practitioners to CARE.

appndix 7sdshW suss Fr Adm s A dry Wrd WBPA


41/42

41


42/42

2010.10.29 campaign strategy (web)

Documents