I had the opportunity co-manage efforts for the Combined Federal Campaign (CFC) last year for the Naval Research Laboratory (NRL). Working with more than 100 key workers and coordinators, we created much-needed awareness to generate funding that would provide those in need with clothing, food and shelter along with research opportunities to develop life-saving treatments for the ill and suffering. The 2013 season faced many challenges as U.S. government employees suffered furloughs over the summer in an effort to reduce the amount of federal spending. Along with other agencies, our efforts were rushed as we prepared to kick off the season in late September, three to four weeks behind schedule from previous years. On Oct. 1, 2013, the federal government shutdown forced campaign efforts to stop. More than two weeks later the government reopened and our efforts were expected to resume normal operations, seeking donations in order to achieve financial goals assigned.
Based on the above-mentioned challenges, I used the experience from the 2013 campaign effort to conduct a needs assessment. I wanted to understand the linkage between the CFC of the National Capital Area (CFCNCA) desired outcomes and what plans the involved agencies were prepared to execute. Ultimately, since the CFCNCA assigned goal was not achieved, I sought to understand what factors may have affected this outcome and whether additional training or support could have made a significant difference.
The objective of this assessment was to identify key elements in the campaign that require more attention during financial uncertainty. During challenging times, it’s important to understand the resources available to campaign managers in order to better strive for fiscal success. To better assess a campaign manager’s knowledge and capabilities, I felt the following objectives should be addressed:
2013 was hit hard across the nation from people not being nearly as generous. Having the expectation that an organization should solicit “voluntary” donations from potential donors may initially seem perplexing. The reality is that this year we could see government employees not wanting to donate, and there should be no expectation that they should. However, the reality is that there are generous people in every organization and they need to be provided an avenue to donate. This is where effective campaign managers come in. Thus, I elected to focus this needs assessment on competencies required to be effective campaign managers.
I conducted two survey sets where I inquired to key elements associated with the campaign effort. Analyzing data that compared the number of employees per agency and goal achievement yielded a result of goals being assigned with little basis for agency size. Rather, believability to attain a specified goal based on previous year’s performance was used. I analyzed the number of events that agencies conducted and compared the amount that each agency raised, which yielded an average of six fundraising events that could raise an average of $4,057.58 in direct funding, which would have the potential to create enough awareness to help an agency achieve on average 87.2 percent of its assigned goal. The surveys were also designed to best determine what skill sets would make a successful campaign manager.
What I was able to build was a competency model that would be forwarded to agency chairs who would assign campaign managers to head the CFC efforts in their command:
CFC Campaign Manager Competency Model
CFC Campaign Manager – Core Competencies | |
Primary Skill Sets | Flexibility to Challenges Possess Positive “Can Do” Attitude Outgoing (Extroverted) |
Secondary Skill Sets | Self-responsible Organized Oral Communicator |
Requisite Knowledge | Networking Capabilities and Marketing Strategies |
Desired Outcomes | Increase CFC Awareness to Would-be Donors Achieve Reasonable Goals Lead Competent / Confident Coordinators and Key Workers |
In assessing the gaps that could potentially prevent organizations from achieving their assigned goals, the following recommendations were forwarded for consideration:
My belief is that focusing efforts on these recommendations will create the awareness that the campaign desperately needs, thereby reaching would-be donors and providing multiple avenues for them to fund organizations that feed starving children and stimulate necessary research to improve the lives of the sick and dying.
Story by Navy Lt. Michael Hartline, Department of Defense Voluntary Campaign Management Office
Date Taken: | 09.01.2014 |
Date Posted: | 07.03.2025 10:46 |
Story ID: | 505454 |
Location: | WASHINGTON, US |
Web Views: | 0 |
Downloads: | 0 |
This work, Commentary: Lessons Learned From 2013 CFC Campaign, must comply with the restrictions shown on https://www.dvidshub.net/about/copyright.