2004 Combined Federal Campaign Innovators

CFC of the National Capital Area

The Navy Federal Credit Union's (NFCU) 2004 campaign centered on the theme "Everyday Heroes - We've Got the Power to Help". The Navy Federal CFC Committee wanted to create a fun and inspiring theme and logo for the campaign with a multi-faceted advertising approach that promoted the concept that anyone who helps others is a superhero.

The logo used a red, blue and yellow logo with the letter "H" for Everyday Hero. The logo was printed on internal campaign communication memos, displayed on the NFCU website, printed on T-shirts and posters, and embodied by its campaign mascot, Everyday Hero.

The NFCU campaign sold month-long "casual dress" passes that incorporated the "H" logo and were attached to employee badges, implemented a weekly series of public address announcements based on vintage radio promotions for other super heroes and created a CFC Spirit Chorus for the kickoff midpoint rally. Everyone on the management team dressed up like a cartoon character or personal hero such as Ben Franklin, Wonder Woman, Commodore Perry, and more. In addition, the campaign used a phone booth filled with colorful balls to mark the level of contributions. Small replicas of the booth were sold to raise additional CFC funds.

The NFCU campaign learned that in addition to creating an appealing message, the involvement of management can be very helpful. Their involvement motivated rank-and-file employees to become active participants in the CFC. As a result, the NFCU raised more than $330,000 for the CFC with an average gift that increased from $210 to $254.

CFC of the Pikes Peak Region

Two circumstances led to the need for a stronger Local Federal Coordinating Committee (LFCC)/Principal Combined Fund Organization (PCFO) partnership. First, the LFCC board members turned over annually, causing campaign stagnation. Second, the work culture allots little quality time for the "additional duty" of overseeing the CFC. These issues were overcome by implementing a five-year strategic plan that called for instituting a campaign structure that cultivated the appropriate rank for "hands on" campaign oversight, and promoted "seasoned" installation project officers to serve as regional LFCC board members. The challenge was to respect volunteer time limitations and focus on accomplishing LFCC objectives by cultivating a better LFCC/PCFO partnership focused on vision, strategy, and efficiency.

This challenge was met by respecting, valuing, and fulfilling the LFCC board members' core volunteer needs: significance, inspiration, motivation, and appreciation. The plan adhered to the regulatory LFCC and PCFO roles and responsibilities, which led to increased LFCC campaign ownership. The PCFO used open communication, experienced insight, focused input, and frank feedback to provide campaign support to the LFCC. Additionally, the PCFO provided detailed timelines, decision alternatives, logistical support and guidance that streamlined LFCC deliberations. Personal relationships cultivated among the LFCC and PCFO added a personal touch that built trust and camaraderie. Finally, and most significantly, the momentum of the renewed partnership created forward-focused campaign oversight with emphasis on innovative administration strategies and campaign issue resolution which produced significant campaign growth.

The innovative aspect of the strategy was that it utilized the strength of the partnership to create initiatives. The initiatives built upon one another annually, which also strengthened continuity and campaign momentum, and culminated in record campaign growth three years consecutively. The initiatives were: establishing a "working" LFCC Board of seasoned volunteers (1st year); developing and implementing a regional strategic plan (1st year); annual campaign evaluation and appraisal (1st year); incorporating work culture into the campaign culture (2nd year); annual retooling of the strategic plan (2nd year); capitalizing on innovations to enhance the overall campaign (3rd year); and taking the campaign administration outside of the region through campaign expansions, LFCC Forums, CFC Workshops, and national collaborations (2nd and 3rd years).

The strategy improved campaign results, volunteer commitment, campaign continuity, and innovation. Campaign contributions increased by 18.4 percent in the first year, 30 percent in the second, and another 25 percent in the third. These results have generated enthusiasm and a high LFCC retention rate. The primary lesson learned is that campaign growth is dependent upon strong campaign oversight and administration. One cannot be achieved without the other. The strategic plan allowed the LFCC and PCFO to think outside of the box and be creative in their approach to find new strategies and implement innovative solutions that address campaign issues.

Metropolitan Denver CFC

Changes in donor attitudes over the past decade led to the Denver CFC's strategic research to understand and adapt to donor attitudes. Until 2002, donor participation had been on a steady decline and in danger of dropping below 30 percent in 2003 in the six counties served. There was growing concern that the foundation of the campaign was about to crumble because of increased privatization, retirement of baby boomers, reductions in force, the inability to solicit retirees, and an apparent lack of interest by younger employees.

A plan was established to conduct primary and secondary research each year to learn more about the giving habits and traits of metropolitan Denver's 32,000 Federal employees, particularly the X and Y generations. The survey was developed, promoted, and published on the Denver CFC website in early 2003. Every spring since then, the campaign has conducted a web survey with focus groups of younger employees conducted every odd-numbered year.

The web survey was widely embraced and drew nearly 700 responses. The data, combined with information from eight focus group sessions, has enabled the LFCC and PCFO to design a marketing strategy that would re-energize and interest Federal employees about the CFC, particularly the younger generation.

The survey and marketing strategy reversed the declining participation rate from 30.6 in 2003 to 33.9 percent in 2004. Subsequent refinement of the marketing strategy after the 2004 survey resulted in the Denver CFC's best year ever, raising almost $3.7 million and increasing the average give by $10. In addition, the research was achieved with no budget whatsoever; all work was performed by CFC staff with the assistance of unpaid graduate interns from a local university, some Federal volunteers, the CFC cabinet, and free help from a Federal agency which hosted and sorted the results of the survey.

The lesson learned is that nothing, including philanthropic interests, is constant and that the campaign needs to continually survey employees for changes in giving habits. The campaign also learned that employees want more and better communication about CFC year-round. Employees who haven't participated in the CFC have stated that they would consider giving if they were to receive communications throughout the year containing information sufficient to enable them to make informed choices about giving. There is a thirst for information about the CFC, its efficiencies, its charity screening process, and how donations are used.

Puerto Rico CFC

The Transportation Security Administration (TSA) began its passenger screening operation at the Luis Munoz Marin International Airport in September 2002 and other airports on Puerto Rico's western coast in the following month. Despite the fact that it was a new agency and its employees had no history of participating in the CFC, TSA had a 27 percent participation rate and contributed almost $26,000 to the 2003 campaign.

In 2004, TSA implemented an innovative strategy that included an analysis of its results in comparison with local Federal agencies of a similar size. It selected as its slogan, "Let's Go For The Gold" and launched a strategy of brisk competition both internally among the different TSA workgroups and externally among the Federal agencies that won local CFC awards in 2003.

The TSA CFC Committee divided three airports into six areas where each would have roughly the same number of employees. Two committee members were assigned to each area to cover both shifts. The committee met every Friday to allow its members to provide a report of contributions collected up to that date, express any positive or negative feedback from the field, and ensure that every TSA employee was approached and asked to participate in the CFC.

An agency kickoff ceremony was established, consisting of a continental breakfast and a game of "The Price is Right," in which the employees who chose the dollar amount closest to the product's price won the item. The message conveyed to employees was that for less than a six-pack of soda or other products on display an employee could make a donation to the CFC and change a life forever. Also, a contest was established to determine which of the six areas had the highest participation rate. The prize was a free lunch for all TSA employees assigned to that area.

As a result of its efforts, TSA won the Puerto Rico CFC Presidential Award, established to recognize the agency that had the greatest increase in the amount of its contributions, average gift, and participation rate from the previous year. It more than doubled the number of Super Givers from 2003 to 2004 and increased its participation rate from 27 to 75 percent in that timeframe. The CFC spirit was so strong at TSA that Screener Emmanuel Torres and guitarist Abimanuel Hernandez wrote an original song, "Be the Miracle", to honor all Federal employees at the CFC closing ceremony.

TSA learned that many employees can be energized, encouraged, and convinced to contribute by a campaign based on lively competition among employee groups internally and other agencies externally. This concept is already being used to develop the 2005 campaign.

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