Leavenworth Area CFC
&
Heartland CFC
Merger Proposal
December 17, 2009
Proposed Merger of Heartland CFC & Leavenworth CFC
The Parties Involved
Territorial Maps
OPM Best Practices Sheet
Heartland CFC Overview
Topeka/Fort Riley Merger
Why does it make sense
Budget
Timeline
Leavenworth Area CFC (CFC 0334)
2008 $313,628
Results:
Contacts: CFC website: A website for this campaign is not available, or has not been
provided at this time. Please contact the campaign directly for details.
Local Federal Coordinating Committee (LFCC)
Ms. Mary Dell Looney, Chair
Department of Veterans Affairs
4101 South 4th St Trfwy
Leavenworth, KS 66048
Tel: (913)682-2000, ext. 52614
Fax: (913)758-4280
Email: marydell.looney@va.gov
Principal Combined Fund Organization (PCFO)
Mr. Gerald Linn, Executive Director
c/o United Way of Leavenworth County
P.O. Box 21
Leavenworth, KS 66048-0021
Tel: (913)682-2592
Fax: (913)682-2747
Email: unitedwaylvco@sbcglobal.net
2008
TABLE-6 COST OF
CAMPAIGNS
TOTAL BUDGETED PERCENT OF TOTAL
PLEDGED
COSTS
KANSAS
0334
0339
Leavenworth Area CFC
South Central Kansas CFC
MISSOURI
0520
0521
0524
0527
0528
0530
Columbia Area CFC
Ft. Leonard Wood CFC
Heartland CFC
CFC of Northwest Missouri
Gateway CFC
Ozarks Area CFC
313,628
395,727
28,410
58,121
9.1
14.7
%
%
143,960
488,700
3,699,917
94,099
3,201,368
67,772
14,788
71,978
200,250
16,115
227,444
12,577
10.3
14.7
5.4
17.1
7.1
18.6
%
%
%
%
%
%
Total Number of Campaigns: 243 275,898,756
29,089,044
10.5
%
Heartland CFC (CFC 0524)
Heartland CFC (CFC 0524)
Boundaries:
Barry, Bates, Barton, Caldwell, Carroll, Cass, Cedar, Christian, Clay,
Dade, Dallas, Douglas, Greene, Henry, Jackson, Jasper, Johnson,
Laclede, Lafayette, Lawrence, Livingston, McDonald, Newton, Ozark,
Pettis, Platte, Polk, Ray, Saline, St. Clair, Stone, Taney, Vernon, Webster
and Wright Counties; Whiteman AFB, in Missouri. Allen, Anderson,
Atchison, Barber, Barton, Bourbon, Brown, Chautauqua, Cherokee,
Cheyenne, Clark, Clay, Cloud, Comanche, Crawford, Decatur,
Dickinson, Douglas, Edwards, Elk, Ellis, Ellsworth, Finney, Ford,
Franklin, Geary, Gove, Graham, Grant, Gray, Greeley, Hamilton,
Haskell, Hodgeman, Jackson, Jefferson, Jewell, Johnson, Kearny, Kiowa,
Labette, Lane, Lincoln, Linn, Logan, Marian, Marshall, Meade, Miami,
Mitchell, Montgomery, Morris, Morton, Nemaha, Neosho, Ness, Norton,
Osage, Osborne, Ottawa, Pawnee, Phillips, Pottawatomie, Pratt, Rawlins,
Republic, Rice, Riley, Rooks, Rush, Russell, Salina, Scott, Seward,
Shawnee, Sheridan, Sherman, Smith, Stafford, Stanton, Stevens, Thomas,
Trego, Wabaunsee, Wallace, Washington, Wichita, Wilson, Woodson,
and Wyandotte Counties, in Kansas.
2008 Results: $3,799,917
Contacts: CFC website: http://www.heartlandcfc.org
Local Federal Coordinating Committee (LFCC)
Ms. Cindy Hillman, Executive Director
Kansas City, MO 64117
Tel: (816)823-5100
Fax: (816)823-5104
Email: cindy.hillman@gsa.gov
Federal Executive Board (FEB)
Mr. Rodger Matthews , Chair
USDA - Risk Managment Agency
6501 Beacon Drive
Kansas City, MO 64141
Tel: (816)926-7822
Fax: (816)926-1803
Email: rodger.matthews@rma.usda.gov
2010 CFC Campaign Chair
Ms. Dorothy Witherspoon, Chair
Regional Adminstrator
Women’s Bureau / DOL Region VII
2300 Main, Suite 1050
Kansas City, MO 64105
Tel: (816)285-7235
Fax: (816)285-7237
Email: witherspoon.dorothy@dol.gov
Principal Combined Fund Organization (PCFO)
Mr. Larry Hisle, CFC Director
c/o United Way of Greater Kansas City
1500 E. Bannister Road, Room 1160
Kansas City, MO 64131
Tel: (816)823-2010
Fax: (816)823-5104
Email: larry.hisle@gsa.gov
Maps of both are attached here.
COMBINED FEDERAL CAMPAIGN BEST PRACTICES
Consolidating for Efficiencies: Benefits and
Issues in Campaign Mergers
“The Director [of the Office of Personnel Management] establishes and maintains the
official list of local campaigns and the geographic area each covers. There is no
prerequisite regarding the Federal employee population needed to establish or maintain
a CFC. However, rather than establishing or maintaining small campaigns, OPM
encourages mergers and expansions of mergers of campaigns to promote efficiency and
economy.”
-- CFC Regulations 5 CFR § 950.103(a)
Introduction
In 2004, 314 local campaigns solicited almost four million Federal employees in the
United States and overseas. The size and scope of these campaigns ranged from single
county campaigns raising less than $5,000 to statewide or regional campaigns with more
than $1 million in pledges. Regardless of a campaign’s size or type of Federal
population, there are core costs that it must incur such as costs associated with the
processing of pledges, printing of the CFC brochure, financial accountability reporting
and audits. These costs can range from 5% to over 20% of total receipts, depending on
the size of the campaign. Through the consolidation of two or more campaigns, many of
these expenses can be reduced or in some cases eliminated thereby increasing the amount
of funds that are disbursed to designated charities.
Within the CFC there has been an increasing trend towards forming partnerships among
campaigns. These partnerships or collaborations are initiated for the purpose of entering
into single cost-sharing arrangements or engaging the full integration of two campaigns
or “merger”. Whatever arrangement is chosen it should result in economies of scale and
present other characteristics that would increase efficiencies within the campaign.
PART I – Merging Two or More Campaigns
A merger is the combining of two or more adjacent campaigns into a single campaign.
That is, a merger is much like a marriage of two businesses where they blend together to
become one entity. As a result, there will be a “surviving” campaign organization that
assumes the role and responsibilities of the “disappearing” campaign. It is important to
note that campaign mergers are not the same as collaborations, where two or more
independent campaigns collaborate on printing or awards to bring down costs and
improve campaign efficiencies
Possible Reasons for a Merger Include:




Desire to lower high administrative costs – campaign expenses are in excess of
15% of total campaign receipts
Need for a new Principal Combined Fund Organization (PCFO) in the CFC area
Lack of an active Local Federal Coordinating Committee (LFCC) in the CFC area
Difficulty complying with audit requirements and regulations
Steps to a Successful Merger
The number one priority of every campaign should be to give every federal employee the
opportunity to give. Campaigns should identify every
CFC Fact:
federal employee and present him or her with the information
Since
2001,
85 campaigns
needed to make an informed giving decision. The campaign
have
merged
into
must then account for these funds accurately. The goal of a
neighboring CFC’s and
campaign merger should be to provide this opportunity to
more than 300 counties
give to every federal employee in the most efficient manner.
have been added to
Improved efficiencies can mean several different things:
campaign boundaries.
increased outreach with lower marketing expenses and more
charities benefiting from a larger pool of contributors.
Local campaigns should regularly identify opportunities for partnerships and campaign
mergers. In doing so, members of the LFCCs and PCFOs should critically assess the
ability of their campaign to offer a cost-efficient campaign and develop an understanding
of the opportunities for reducing costs by aligning with other campaigns in the state or
region.
Once a potential merger has been identified, here are some general steps to take:
1. Share information - The PCFOs and LFCCs to the campaigns need to share
information with each other about the general state of their campaign.
a. General campaign statistics - overall amount raised over last two years,
number of federal agencies, numbers of employees and donors, percent
participation, average gift, administrative costs, etc. (available via the
OPM Form 1417)
b. Status of both LFCCs – Who leads the LFCC? How many federal
agencies participate and attend, etc?
c. Leadership support from local federal agency heads - How supportive of
the campaign are the local federal agency heads separate from their
possible involvement in the LFCC? Do they give Keyworkers time to
solicit? Do they allow time and space for CFC presentations, etc?
d. Status of a volunteer or keyworker structure - How organized are their
volunteers? Do they have the appropriate number of keyworkers, etc?
2. Determine the costs and benefits. A merger has to be a win/win for everyone.
All parties should analyze what is in the best interest of the federal employee.
Care should be taken to insure that all communities of Federal employees are
covered by the new campaign area. Campaigns that merge should see certain
results at the conclusion of the first campaign. In most cases, campaign mergers
will result in better campaign results if more employees and donors are being
reached and given better customer service.
To assess benefits, campaigns should also focus on those administrative functions
and costs that are being duplicated between the two campaigns, such as auditing,
awards, materials, printing, and salaries (compensation). Most mergers should
not result in additional personnel costs. Campaigns should be aware of
administrative functions where the costs may increase such as donor recognition
items, postage, shipping, distribution of materials, travel, mileage, telephone, etc.
Despite these new costs, campaigns should experience a reduction in the overall
cost to administer the new campaign, resulting in more contributions forwarded
on to the charitable organizations.
3. Assess the capacity to manage the larger campaign. The LFCC should consult
with PCFOs and other organizations interested in the PCFO position to determine
if an entity has the capacity to manage and market to a the larger campaign. The
LFCC needs to answer two main questions if a campaign merger is going to be
considered:
a. Do they have the human resources to effectively manage the new
campaign?
b. Can they effectively manage the new campaign and keep the financial cost
of doing so low so that it does not drive up the administrative costs
permanently?
Planning for a Successful Campaign Merger
Beyond the potential costs and benefits of reaching more federal employees, serving
more federal agencies and serving a greater geographic area, there are operating
challenges in reaching an expanded audience that must be considered. These should be
addressed in detail as part of a plan that reflects a clear understanding of how the new
logistics associated with a larger campaign will be addressed.
1. Plan for Financial Accountability. It is important to plan for the transition of fiscal
responsibility from one PCFO to another following a merger. When a PCFO decides to
be merged into another it must continue to act as the fiscal agent for the campaign years
they managed. Thus, PCFOs are required to account for all receipts and make all
disbursements through the end of the previous campaign (final disbursement).
For example, ABC Charity served as PCFO in the 2004 campaign. However, its
campaign merged with an adjacent area and it did not apply for the position in 2005. It
retains its regulatory responsibility to process all 2004 payroll deductions and
disbursements to designated charities through the final disbursement in the Spring of
2006.
The former PCFO should transfer any assets purchased with CFC funds to the new
PCFO, unless they will still be using them to finish out the previous campaign.
Records such as prior years’ budgets, accounting records, applications, and so forth,
need to be maintained for at least three completed campaign periods. This information
is the property of the campaign and must be provided to the LFCC, if located at
PCFO’s facilities, upon request. The LFCC should make arrangements to either obtain
those records or request that the former PCFO maintain them or transfer them to the
new PCFO.
The new PCFO will be responsible for accounting for all campaign receipts going
forward only.
A powerful measure of performance is to compare administrative costs from before and
after the merger.
2.
Anticipate key administrative transition issues
a. The process for review of and decisions on charity applications.
b. Logistical and other operating factors affecting the distribution of
materials throughout larger campaign area.
c. How will the training of volunteers and charitable organizations in a larger
geographic area be implemented?
d. Receiving feedback from Federal employees and participating
organizations after campaign ends.
e. Following up with payroll offices to make sure payroll withholdings are
going to the correct PCFO. An agreement needs to be reached with
former PCFO on how to handle these situations, if they continue to receive
payroll with-holdings following the conclusion of the first campaign after
the merger.
3. Plan for ongoing communication to federal agencies and charitable
organizations to ensure trust. For example, have the old PCFO send out a letter
notifying the federal agencies of the change in management. Another letter should be
sent to the charitable organizations notifying them of the change and how they can
participate in the new campaign.
4. Create a Memorandum Of Understanding (MOU) that outlines the new timeline
and responsibilities of each party. A sample MOU is available on the CFC website
(www.opm.gov/cfc). The MOU should cover the following points:
a. Parties;
b. Purpose;
c. Financial agreement/economic terms;
d. Nature of the “merged” relationship;
e. Insurance and indemnification;
f. Contact information, and;
g. Individuals responsible for managing the merger.
5.
Provide a high level of customer service to many parties, including the federal
agencies and charitable organizations, but most importantly to federal employees.
6.
Maintain the involvement and participation of the former campaign leadership,
LFCC and PCFO. Here are some steps to help maintain the involvement of the
former campaign:
a.
Incorporate both LFCCs into the new “merged” committee;
b.
One federal agency from the old CFC should serve on the
LFCC of the new campaign, perhaps on a rotating basis;
c.
Involve the federal agencies from the old CFC in the
activities of the merged campaign;
d.
Encourage the former LFCC to continue to plan the local
campaign, and;
e.
Offer former PCFO the opportunity to remain involved
with the local federal community. The LFCC may approve campaign
expenses related to services provided by the former PCFO, such as the
distribution and collection of campaign materials.
PART II – Expanding the Campaign’s Geographic Boundaries
An expansion is the addition of counties where there is no CFC to an already existing and
functioning campaign.
Steps to a Successful Expansion
Employees whose official duty stations are not located within the geographic boundaries
of an existing campaign are not eligible to participate in the CFC. OPM encourages
campaigns to review their boundaries and determine if it is feasible to insure that all
employees in the region have the opportunity to give to participating charities through the
program. In addition, an expansion allows local charities in the area to participate in the
campaign.
Campaigns interested in expanding their territory should take the following steps:
1. Review the state CFC maps posted on the CFC website (www.opm.gov/cfc).
These will help campaigns identify which areas are covered by neighboring
campaigns and which are not.
2. LFCC consults with PCFO to determine its ability to solicit the larger
geographic area. Care should be taken to insure that natural communities of
Federal employees are covered by the new campaign area.
3. LFCC submits a written request to OPM to add the area to its official
geographic boundaries (see CFC Memorandum 20001-9). If approved, OPM
will notify Federal payroll offices of the change.
OPM encourages campaigns to make decisions on potential mergers prior to the PCFO
solicitation period in January. This assures that PCFO applicants will be able to
submit a proposed campaign budget that reflects the new boundaries.
Additional Counsel
Contact information for the authors who have agreed to serve as resources in the future as
other campaigns approach mergers:
John Clausen
Campaign Manager (PCFO)
Central Indiana Area CFC
3901 N. Meridian Street
Indianapolis, IN 46208
Ph: (317) 921-1383
Email: clausen@uwci.org
Bob Palmer
Campaign Director (PCFO)
Arizona CFC
330 N. Commercial Park Loop, Suite 200
Tucson, AZ 85745
Ph: (520) 903-9000 x235
Email: bpalmer@unitedwaytuscson.org
Jeff Sargent
Federal Executive Board (LFCC)
Columbia River/Willamette Valley CFC
1220 SW Third Ave. #1776
Portland, OR 97204
Ph: (503) 326-3030
Email: jsargent@pcez.com
This document was created to provide general guidance on campaign mergers. It was
not intended nor created to address all possible scenarios related to campaign mergers.
Campaigns are encouraged to contact OPM regarding a potential merger for additional
guidance as needed. We extend our special thanks to CFC Directors John Clausen,
Central Indiana CFC; Bob Palmer, Arizona CFC; and, Jeff Sargent, Columbia
River/Willamette Valley CFC for their contributions to this document and willingness to
share their experiences and recommendations. Edited by: CFC Operations staff; Curtis
Rumbaugh, Project Manager.
Overview of Heartland Combined Federal Campaign

The mission of the Combined Federal Campaign (CFC) is to support and to promote
philanthropy through a program that is employee-focused, cost efficient and effective
in providing all Federal employees the opportunity to improve the quality of life for
all. Conducted by the federal government under the authority of the U.S. Office of
Personnel Management (OPM), the CFC operates in more than 300 localities
throughout the United States, Puerto Rico, the U.S. Virgin Islands, and in overseas
military bases. CFC continues to be the largest and most successful workplace
fundraising model in the world, raising over $270 million in 2006 for thousands of
local, national, and international charitable agencies.

All decisions regarding the inclusion of agencies in a local CFC campaigns rest with
the local CFC Board of Directors, called the Local Federal Coordinating Committee
(LFCC). The Board of Directors is composed of Federal employees and representatives
of labor unions with Federal employees as members. Every year, the local Board of
Directors selects one of the voluntary organizations involved in the CFC to manage the
campaign and serve as fiscal agent. This agency, called the Principal Combined Fund
Organization (PCFO), manages the CFC. OPM sets strict requirements for this role,
including annual audits of the PCFO by an independent CPA. The current PCFO of the
Heartland Combined Federal Campaign is Heart of America United Way.

Donations through CFC can be designated to charitable agencies that provide meals for
hungry children, relief for families in need of counseling, further work on cures for
diseases, comfort for the dying, access to water in the Third World, environmental
protection, and better lives and renewed hope for millions of people in our global
community. CFC offers federal employees a way to easily and conveniently make a
contribution to the good of society as a whole based on their own values.

The Federal Government is the largest employer in the Kansas City area.

The Heartland CFC reaches out to the over 45,000 Federal, Military & Postal
employees at 900 locations throughout Kansas & Western Missouri

Last year alone the local federal employees donated over $3,500,000 to their favorite
Local, National & International charities.

The Heartland Combined Federal Campaign works directly with the Greater Kansas
City Federal Executive Board and boasts a volunteer base of over 1000 individuals.
Heartland Combined Federal Campaign
2009 Campaign Cabinet
CFC Campaign Chair
Gary Beets,
Financial Management Services
Labor Co-Chair
Curtis Walker,
National Association of Letter Carriers,
Branch 30
Associate Campaign
Chair
Dorothy Witherspoon
Loaned Executive
Kevin DeVore
,
Division 0
Division 5
Division Co-Chairs
Susan Robinson,
FMS
Victoria Davidson,
NTEU # 66
Division Co-Chairs
Becky Wing
US Postal Service
USPS
DOL-Womens Bureau
Loaned Executive
Randy Eischens
IRS
Loaned
Executive
Cheryl Glaizer,
Division 6
Division 1
Loaned Executive
Division Co-Chairs
Becky Weber,EPA
Carol Starnes,
David Hoefer
AFGE # 2663
EPA
Division Chair
Col. Ivan Glasco,
US Marine Corps
USPS
Loaned Executive
Marian Baker,
USACE
Greater Topeka
Division 2
Loaned Executive
Stewart Bent,
SSA
Division Chair
Richard James,
US Postal Service
Division Co-Chairs
Stewart Bent,
SSA
Peter Shields,
Ann Radford,
US Postal Service
AFGE # 1336
Loaned Executive
Willie Chambers
GSA
Loaned Executive
Kelly Holdman,
USDA
Loaned Executive
Allison Sizemore,
USDA
Awards Chair
Cindy Centro, HHS
Ozark Area
Division 3
Division Chair
Bill Brayman,
US Postal Service
Division Co-Chairs
Dorothy
Witherspoon
Dept of Labor
Eric McKamey,
Division 4
AFGE # 1748
Division Chair
Dori Farrow,
US Army MWR
Rural Kansas
Manhattan Area
Division Chair
Harry Strader,
CFC
Division Chair
Penny Emmele,
SSA
Eligibility
Dennis O’Connell, GSA
Community Involvement
Steve Tanner
Loaned Executive
Fort Riley Area
Division Co-Chairs
Monte Tranbargar
USDA
Vicki Taylor,
AFGE 3892
Communications Chair
Gail Allen, FMS
Loaned Executive
Event Loaned Executive
Training Committee
Velerie Eddleman
Ex-Officio
Jason Parman, OPM
Cindy Hillman, FEB
2008 CFC Divisions
KC- 180 GSA, DFAS, Treasury Dept (IRS)
24 Accounts amounting to $610,561
KC- 181 EPA, Veteran Affairs (VA Med Center), DHS
Agencies, Dept of Justice, US District Courts,
35 Accounts amounting to $508,468
KC- 182 Social Security, Health & Human Service
34 Accounts amounting to $463,074
KC- 183 FAA, Dept of Commerce, Dept of Labor, DOT
34 Accounts amounting to $305,783
KC- 184 USDA, HUD, FDIC, Dept of Energy, Misc
32 Accounts amounting to $458,879
KC- 185 US Postal Service
231 Accounts amounting to $512,444
KC- 186 Corp of Engineers, Whiteman AFB, Military Units
28 Accounts amounting to $231,242
Fort Riley Area Fort Riley Area Accounts
54 Accounts amounting to $298,477
Topeka/NEKS Topeka and Northeast KS Misc. Accounts
105 Accounts amounting to $283,334
Ozarks/SWMO Ozark Area and Southwest MO Misc. Accounts
____ Accounts amounting to $ 67,816
Salina/NCKS
Salina and North Central Area Accounts
77 Locations amounting to $11,882
South East KS Southeastern KS Accounts
111 Accounts amounting to $4,578
Rural Kansas South West & North West Kansas Accounts
110 Locations throughout Western Kansas = $8,337
5 Year Campaign History of Heartland CFC
Average Gift
Dollars Pledged
$4,000,000
$2,791,597
$3,000,000
$3,034,640
$3,049,200
$3,699,917
$3,562,452
$2,000,000
$1,000,000
$2004
2005
2006
2007
$320.00
$310.00
$300.00
$290.00
$280.00
$270.00
$260.00
$250.00
2008
$309.82
$276.93
2004
Per Capita Gift
$120.00
$99.15
$108.25
$305.38
$292.74
2005
2006
2007
$273.02
2008
Employee Participation
$111.47
40.00%
$100.00
$75.67
$80.00
$77.53
$60.00
33.87%
34.94%
36.50%
30.00%
27.33%
28.40%
2007
2008
20.00%
$40.00
10.00%
$20.00
$-
0.00%
2004
2005
2006
2007
2008
2004
MAKING THE MOST OF YOUR DONATION


Heartland Combined Federal Campaign
2008 Actual Fundraising/Administrative Cost 5.41%
Undesignated Dollars raised in 2008
$257,963 or 6.97%
How your donation worked for your chosen charity
Example for 2008


Your amount pledged through CFC
$200.00
Undesignated Dollars to your agency (6.97%)
+13.94
Cost of Administration & Fundraising (5.41%)
-10.82
Your total designated gift to agency
$203.12
2005
2006
Recent Mergers
Douglas County Merger
Merged with Douglas County CFC in 2002. Ten (10) federal agencies with 429 employees.
Douglas County Growth
Employee Dollars Pledged
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0
Donation to Local United Way
$34,638
$28,174
$32,302
$32,186
$28,010
$12,000
$10,000
$8,000
$16,391
$9,972
$9,461
$9,169
2004
2005
2006
$8,457
$6,095
$6,000
$8,046
$4,000
$3,436
$2,000
2001
2002
2003
2004
2005
2006
$0
2007
2001
2002
2003
More Recent Mergers
(Merged 2007)
Topeka Area
Employee Donations
$300,000
$250,000
$253,806
$232,119
Donations back to United Way
$282,554
$120,000
$100,000
$200,000
$80,000
$150,000
$60,000
$100,000
$40,000
$50,000
$20,000
$0
$109,403
$99,169
$87,002
$0
2006
2007
2008
2006
Fort Riley Area
2007
Employee Donations
$298,466
$214,318
2006
$228,416
2007
What made the difference?
Focused Training
More Local Charitable Choices
Recognition Levels
Web Based Support
2008
Ozark Area CFC (as of 12/9/09)
Employee Donations
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
$10,266
2008
$78,000
$76,000
$74,000
$72,000
$70,000
$68,000
$66,000
$64,000
$62,000
$75,747
$67,772
2008
2009
2007
Why Does It Make Sense
It is all about the donor:
Dedicated CFC Staff
Easier Access to Charities
Greater Choice of Charities
Increased Marketing to Employees
Lower Administrative Rate
(More of employees donations going to charity)
Recognition Program for Employees
Web Based Support
For the Combined CFC’s
Both CFC’s reside in the Greater Kansas City Federal
Executive Board service area
On-going LFCC representation
Both currently share similar local agencies
Decrease in Administrative Cost
Dedicated Staff
Fulfills OPM’s Wishes
For the PCFO
Able to Focus Solely on the United Way Mission
Decreased Costs
It would still be a local campaign, with dollars reported there.
Potential of Increased Donations
Difficult to determine true savings, without comparing budgets. Here are some proposed
changes and worst case scenario increases. Budgeted Fundraising/Administrative Cost in
2008 was 7.0%, but with a combined campaign it would be approximately 6.8%
Line Item
2006
Budget
2006
Expenses
2007
Budget
2007
Expenses
2008
Budget
Management Fee
Salary-Larry Hisle
$ 141,000
$
47,000
$ 102,727
$ 49,119
$ 167,200
* $57,200
$ 119,899
$ 53,623
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
31,500
5,000
30,000
2,500
5,000
14,000
6,000
200
1,000
600
1,000
700
2,500
10,000
3,000
500
1,500
20,000
$
$
$
$
$
$
$
**
*
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
***
$
$
$
$
2,000
500
4,000
2,000
5,000
$5,000
32,000
6,500
11,000
2,000
14,030
5,754
3,600
20,870
4,325
5,000
9,545
3,152
3,400
800
927
61
1,258
13,000
1,877
928
10,836
2,423
579
4,216
102
(1,354)
36,897
3,763
11,964
4,953
$ 167,200
* $57,200
**
$14,500
* $31,500
$
5,000
$ 30,000
$
4,500
$
5,000
$ 14,000
$
5,000
$
$
$
$
6,000
3,500
2,000
1,000
7,173
3,478
3,149
2,417
Salary-Harry Strader
Salary-Additional Staff
Payroll Taxes
Benefits
Auto Expense
Managerial Supervision
Finance
Pledge Processing
Contract Services
Occupancy Cost
Misc
Repair and Maintenance
Furniture and Equipment
Telephone
Web Service
Office Supplies
Bank Service Fees
Audit Fee
Postage
Newspaper Notices
General Printing
Campaign Printing
Campaign Supplies
Training materials
Films
Outside Training Meetings
Local meetings
Campaign Kick-off/Golf
Day of Caring
Leadership Giving Event
Premiums
Pillar Club Awards
Eagle Award
Agency/ Cabinet Awards
Rally incentive
(Backscratcher)
CC Recognition (umbrella)
Donor Gifts (Coasters)
Misc
Totals
$227,500
$
1,000
300
1,000
588
3,230
13,000
2,300
174
654
13,688
$
$
$
$
$
$
$
$
$
$
$
200
1,000
500
1,100
700
3,500
13,000
4,000
500
2,000
20,000
$
$
$
$
$
741
5,388
554
483
$
$
$
$
$
2,500
500
4,500
2,000
5,000
$
$
$
$
$
23,781
2,235
10,709
1,312
$
$
$
$
$5000
39,000
7,000
15,000
2,000
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
6,562
2,090
988
(134)
$
$
$
$
7,000
4,000
2,000
2,000
$
$
$
$
6,850
3,518
18,300
2,778
5,000
13,500
3,662
$168,607
***
$13,500
$31,500
5,000
30,000
4,000
5,000
14,000
6,000
$267,200
$195,849
$
$
1,000
$
300
$
1,000
$
300
$
$
$
2000
300
100
$
4,000
1,000
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
***
$
$
$
$
$
$
$
$
Increase to
include
Ozark CFC
200
2,000
500
1,200
1,000
2,500
13,000
3,500
500
2,000
15,000
2,000
2,000
500
4,500
3,000
5,000
$5000
40,000
7,000
15,000
2,000
7,000
4,000
2,000
3,000
$265,600
$9,000
This is just the budgeted amount. The LFCC only pays for the true expense of the campaign.
True Cost – Fundraising and Administrative Costs:
2006 – 5.53%
2007- 5.40%
2008- 5.41%
2009 – 5.4% estimated
Proposed Timeline
December 2009
Activity:
Contacts from LFCC/PCFO’s meet
Objective:
Determine a Value to a Merger
Responsibility: LFCC/PCFO
December 2009
Activity:
Sharing of discussion with full board, create a
Memorandum of Understanding
Objective:
To answer any questions or concerns
Responsibility: LFCC/PCFO
January 2010
Activity:
Full Board Vote on Merger
Objective:
To recommend or deny the merger
Responsibility: LFCC
January 2010
Activity:
Formal Letters to OPM
Objective:
OPM must bless the Merger
Responsibility: LFCC/PCFO
January 2010
Activity:
CFC Awards Breakfast
Objective:
First Public Notice of the Merger
Responsibility: PCFO
February 2010
Activity:
PCFO’s transition materials
Objective:
Physical Combination of CFCs
Responsibility: PCFOs
February 2010
Activity:
Opening date for receipt of PCFO applications
Objective:
GKCFEB opens bidding for combined CFC contract
Responsibility: LFCC
March 2010
To February 2011
Activity:
Distribution of campaign funds
Objective:
Forfeiting PCFO make final payouts for 2009 campaign
Responsibility: PCFO
March 2010
Activity:
First joint meeting of combined cabinets
Objective:
Regional Involvement in campaign planning
Responsibility: LFCC/PCFO