Cornell United WayJonathan Saltman, Song Ye, Chengyu Xing

Project Members

Cornell United WayGary Stewart

Director of Community Relations

CIPA Student ConsultantsJonathon Saltman ’13

Chengyu Xing ’14Song Ye ’14

Cornell Institute of Public Affairs

Laurie J. MillerCapstone and Public Service

Initiative Program Coordinator

Agenda

Project Introduction

Methodology

Findings

Recommendations

Q&A

Project Introduction

Our objective is to increase the

participation rate of Cornell faculty and

staff

Cornell UW contributes 40%

of UW of Tompkins

County’s total goal

The participation rate of Cornell faculty and staff has fallen to 14%

and maintains a downward trend

CIPA public service

exchange program

Methodology1. Literature Review

2. Benchmarking

- Peer institutions and campaigns- Goals, fundraising strategy, performance, impact

- United Way fundraising experience and ideas

3. Interviews

- Internal: Cornell faculty and staff

- External: Peer institutions and campaigns

- UW of Greater New Haven, Purdue U, U of Rochester, U of Miami

- United Way of Tompkins County

FindingsWhat We Are Doing Well – Great Core/Base of Operations

- Administration Cost Covered

- Website

- Ambassadors

- Involvement of the University President

- Basic Marketing Structure and Mailings

FindingsWhere We Can Improve - Marketing and Advertising

- Time: campaign primarily conducted during peak season

- Method: low key promotion (thermometer)

- Donor Education:- Administrative costs covered- Cornell’s role in the campaign – Why is Cornell asking for

more money?- Organizations aided by UW- Designated giving

- To specific charities- To UW charities outside of Tompkins County

- Perks of giving to CUW instead of directly to charities

FindingsWhere We Can Improve – Turnover

- CUW board and staff substantially change annually- Need to “reinvent the wheel” every year- Need more consistency for ideas to be formulated,

developed, and implemented

- Staff is all volunteer- Not part of staff’s primary responsibilities

- Lower priority

FindingsWhere We Can Improve – Ambassador

Education and Communication

- Ambassadors receive some education at the beginning of campaign

- Minimal consistent communication and motivation

- Less understanding of CUW goals, purpose, and drive

- Motivation could be increased- Ambassadors key in increasing participation

FindingsWhere We Can Improve – Data Collection and

Specified Goals

- Minimal data collection = minimal analysis and understanding of where we can improve

- Goals for the program can be better promoted- Tailored/ customized goals for different divisions

based on CUW’s goals and respective past successes per division

Recommendations1. Establish Concrete Goals

2. Work with Ambassadors

3. Competitions and Recognition

4. New Marketing Strategies

5. Organization Optimization

6. Cornell’s Commitment

Recommendations1. Establish Concrete Goals

- Timetable – 5 year goal- Not an abstract concept

- Individual division goals- Change from year to year based on divisional

changes, CUW goals, and past performance

- Make goals known among CUW ambassadors as well as Cornell faculty and staff- Constant promotion

Recommendations2. Improve Work With Ambassadors

- Increased communication

- More training- Goals, purpose, and benefits of CUW- Clarifying the misunderstandings

- Allow them to be the first line of defense with all of the information faculty and staff may need

- Allow options for other CUW people to come and talk to their divisions- Some ambassadors may not feel comfortable

- Appreciation parties

Recommendations3. Competitions and Recognition

- Divisional- Best participation rate- Best overall- Most improved- Reaching the goals set for their division- Recognition of achievements

- Donors- Those who give 1% of their salary attend a special dinner- Silent actions- Make the goals known and why

Recommendations4. Marketing Strategies

- Clarify the key aspects of CUW and reasons for giving- Why it is better to give through CUW

- Designations, extensive research into charity needs, easy ways of giving (payroll deduction/ mail/ online)

- Goals of the program- More than just money – participation

- Small donations can go a long way- $5 = a cup of coffee or this much food- These are important for beginner donors and those with

limited means and can encouraged continued giving in later years

Recommendations4. Marketing Strategies

- Year round information campaign- Staff meeting presentations- Testimonials - People who have been helped by UW as well as key

donors- Information on how their money is being used

- Volunteer days- Allow people to see the needs within the city- Skills of faculty and staff are worth hundreds of thousands of dollars- Already available on campus – increase knowledge of these

- Won’t work for all divisions but can make a difference

- Dinners and social events- $100 a plate dinner, $30 happy hour or picnics, silent auctions- Gets the message out, allows people to socialize around CUW,

promotes information, invites donations from those who otherwise wouldn’t give

Recommendations5. Organization Optimization- Part-time consistent employee

- New part-time employee; or add to an existing employee’s responsibilities

- Lack of annual turnover among senior leadership

- Unpaid student interns

- Better utilize existing resources- Cornell Annual Fund staff, Charles Phlegar- UW of Tompkins County - testimonials, marketing, research, data

collection

- On-boarding procedures- Not mandated but mentioned

- Human Resources- Demographic data collection and analysis

Recommendations6. Cornell’s Commitment

- Compared with CAF and other fundraising initiatives and conflicting goals

- Specifically determine how much Cornell is willing to give to this endeavor- Time, emphasis, funding- University president is key

- Cornell’s commitment will designate the success of these recommendations- Must put full strength of Cornell behind CUW if we are going to

be successful

Q&A

Questions?