2010 Combined Federal Campaign Innovators

Central California CFC

Fresno, CA

In an effort to keep campaign expenses down, the CFC Director introduced the FLEx Team (Federal Loaned Executives Team) to enlist the help of federal employees. Most federal agencies are not able to provide a Loaned Executive, but the FLEx Team offers opportunities for every agency to get involved with their CFC at some level to assist with campaign tasks and projects needed to run a successful campaign.

FLEx Team utilizes skills-based volunteering, provides flexible hours that can be as few as two hours a month, offers all federal agencies the opportunity to get involved, and ensures that more money goes to the charities by not increasing the campaign staff. Additionally, some tasks or project scan be completed at the employee's own office rather than the campaign office.

Although the campaign added three large counties to its campaign boundaries in 2010, it did not need to increase its staff. At the same time, it was able to guarantee that all tasks involve with running the campaign, such as marketing, customer, contact, applications review, etc. were accomplished by capable volunteers. The campaign found that agencies responded positively to requests for assistance when they know that their employees will be given the tools and flexibility to succeed. This approach also helped every agency feel that it did its part to make the CFC a success.

CFC of the National Capital area

Washington, DC

Faced with the prospect of more than 275,000 federal employees expected to retire within five years, the campaign expanded its efforts to create a habit of giving among new and younger donors. CFCNCA conducted research on what motivates younger donors to give to charity and how to make it "cool" to give through the CFC. The research showed that younger donors connect through very specific strategies including personal stories, volunteer opportunities, and word of mouth from a friend or online community. Armed with this information, the campaign's goals were to 1) create an emotional connection, 2) establish CFC influencers in Federal departments and agencies, 3) develop ongoing volunteer opportunities, 4) expand awareness through online and traditional media, and 5) engage young donor feedback and in put throughout the campaign.

Specific efforts tied to these goals were the distribution of inspirational stories from Federal employees, a new Public Service Announcement targeted at young donors, a “Lend A Hand Happy Hour” event with the Washington City Paper and GovLoop as partners, the creation of a Young Donor Advisory Council and increased media support targeted through interviews and editorials.

The efforts resulted in a record-breaking $67 million pledge total. More than $17 million of this was made through e-giving by over 29,000 donors - an increase of $5.6 million from 2009. A lesson learned by the campaign is that volunteerism is a key component of charitable giving among younger donors and the campaign team will continue to find ways to reach out to this important community. Additionally, young employees favor expanded e-giving options throughout Federal departments.

CFC Overseas

There are many difficulties that uniformed and civilian personnel face in serving their country. They are stationed around the world, highly mobile, and may be working in remote or hostile regions. They are also often separated from their families or have families that depend on them. With such a complex and far-reaching environment, the CFC-O needed to develop a comprehensive communications strategy to effectively reach donors across the combatant commands.

The strategy began with an "ask" to leaders throughout the five commands to demonstrate tangible and visible leadership from the campaign and communicate its value. These leaders played a crucial role by participating in events, filming Public Service Announcements and inspiring command-wide involvement in the campaign.

A key part of the communications strategy provided volunteers at the installation level with effective tools to engage service members in the campaign. Marketing materials used personal stories with an emotional appeal to illustrate how the CFC-O is a natural extension of service to their country and part of the military culture and environment. A comprehensive publicity kit to assist campaign volunteers in securing media placements, deliver speeches and ensure message consistency was disseminated. Based on the increased use of social media to connect overseas personnel to their friends and families back home, the campaign created a Facebook page, Twitter account and an expanded YouTube channel to supplement the official CFC-O website. Finally, a high school PSA contest in partnership with DoD Dependent Schools (DoDDS) and the Armed Forces Network created buzz and generated thousands of online views. The winner was aired on AFN.

Despite troop reduction, the CFC-O raised $14 million for people and communities in need in the 2010 campaign. It plans to gather more inspiring stories for expanded use in volunteer resources, e-newsletters and social media efforts in 2011. It will also expand its DoDDS outreach to engage elementary schools and use a Public affairs Advisory council to help shape the 2011 strategy.

CFC Norcal

San Francisco, CA

In late 2009 the CFC Norcal began a discussion of how the CFC could implement Executive Order No. 13514 (environmental leadership initiative). The LFCC was interested in gauging federal employees' willingness to implement a greener campaign, exploring the efficiencies and cost savings of a greener campaign, and discovering the opportunities and challenges of a greener campaign. It decided to conduct a survey to determine the best approach.

By February 2010 the campaign reached its goal of surveying a minimum of 200 individuals representing over 70 agencies. It found that 77% were interested making the campaign more environmentally friendly. The LFCC used this information to create a theme of “Go Green with CFC” and the concept of unified messaging that included a green logo, a 70% reduction in paper Charity Lists and 60% reduction in paper pledge forms. This led to a savings of $100,000 in printing and shipping costs and a large increase in new e-donors.

The campaign learned that transitioning from paper pledging to e-pledging is as much an educational process as a technical one and that an e-giving campaign requires just as much, if not more, personal touch as a traditional campaign.

North Coast CFC

Cleveland, OH

The North Coast CFC's 2010 goal was to let donors know their importance in helping others. It developed a campaign theme called "The Winning Recipe", which triggered an amazingly creative response from the Federal community. Many organizations participated with theme-related activities like cook-show skits, chili cook-offs, salad sales, walking taco sales, and many more.

The campaign also launched a myriad of other strategies to ensure that the 2010 CFC would be a success despite the economic climate. The activities included launching a Pacesetter campaign to raise the first million dollars in the first three weeks of the campaign, enhancing the Loaned Executive program, redesigning a new campaign website to provide a searchable list of the participating charities, assist with application distribution, and train keyworkers.

These efforts results in breaking the North Coast CFC's records. 2010 pledges were $2,293,085, which was a 3.7% increase from the 2009 CFC. The campaign also received a record number of Loaned Executives - 13.

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