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Admin is not a dirty wordA srAy mmuA
rhAds Ar AusrAA drs
hAyd Js
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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.
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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
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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proBlem/opportunitystatement
16
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oBjeCtives
17
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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.
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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.
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strategy statement
20
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taCtiCs
21
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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.
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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.
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ddicatdwbpag admin is nOt adirty wOrdPuBs Ard
Existing individual donors
Potential individual donors
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.
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xtnsiOn Ofddicatdwbpag irtual illagPuBs Ard
Existing individual donors
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.
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irtual illagbOOklt ti-inPuBs Ard
Existing individual donors
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.
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annual rpOrtmssagingPuBs Ard
Existing individual donors
Potential individual donors
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.
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evaluation
28
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Campaign timelinenovee 2010 o m 2011
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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
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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.
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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.
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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
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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
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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
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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.
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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
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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
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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
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