IV.

Quantitative/Internet Survey (whichever is appropriate with Group 2 & 3 headings) To further understand the factors which influence current UWCNM Corporate Cornerstone donor levels, we conducted a quantitative Internet survey. The survey was comprised of 27 questions including classification questions. Topics covered were satisfaction with the program, value of current benefits, attractiveness of potential benefits at higher levels, communication preferences and suggestions for improvement. A. METHODOLOGY The method used to gather the data was a Qualtrics Internet survey. A copy of the survey is provided in appendix 4.1. We invited 66 individuals associated with UWCNMs Corporate Cornerstone program to participate in our survey on March 12th, 2012, see appendix 4.2 for a copy of the cover letter. UWCNM Director of Strategic Relationship Development, Clint Wells, provided the list of participants and was responsible for all direct interaction with the participants. We estimate that the invitation was successfully received by 60 members of our population sample. Mr. Wells distributed a reminder email on March 29, 2012. Participants were informed that their responses were confidential and participation was voluntary. Our final sample size consisted of 23 completed surveys, for a response rate of 38%. Response rates for similar populations of CEOs and other high level managers generally run in the range of 10% to 15%1.

Marketing Research (JMR); Aug1977, Vol. 14 Issue 3, p370-373

B.

SAMPLE CHARACTERISTICS There were two groups of respondents to our survey: Corporate Cornerstone Partner 1)

influencers and 2) managers. Influencers were defined as formal or informal champions for philanthropic proposals. Managers were defined as high level local leaders with signature authority. Forty five percent of respondents identified themselves as influencers, while 55% reported that they were a manager with signature authority. The reported industry of respondents included public services such as utilities and telecommunications, production industries such as construction, manufacturing and wholesale trading, and professional and financial services. The companies represented range in size from ten to over a thousand employees. There were 7 respondents from the Rio Grande Level, ($5,000+), 7 from Bosque Level, (10,000+), 4 from the Valley Level, ($25,000+), 2 from Mesa Level, ($50,000+), 3 from Pinnacle Level, ($100,000+) and 1 from Vista Level at ($175,000+). When asked, Roughly what percent of your companys overall business in the state of New Mexico is conducted in regions covered by UWCNM?, the mean response was 74.33%. The range was from a minimum percentage of 8%, to a maximum of 100% with a standard deviation of 22.68 percentage points, which shows a great amount of variation among respondents. We used a 5 item scale developed by Donald R. Lichtenstein1 to measure corporate social responsibility, (CSR). The summated mean score of 31.7 out of a possible total of 35 demonstrates that our sample is highly engaged in CSR. Therefore, our sample seems to reflect the variety and nature of current Corporate Cornerstone Program partners.

[1] Lichtenstein, Donald R., Drumwright, Minnette E., Braig, Bridgette M. The Effect of Corporate Social
Responsibility on Customer Donations to Corporate-Supported Nonprofits. The Journal of Marketing, 68 (2004): 16-32. Web.

C. FINDINGS Findings are presented below for each of the 7 research questions that guided our investigation of Corporate Cornerstone Program partners.

1. Satisfaction with Corporate Cornerstone Program To assess satisfaction with the CCP, we asked two questions early in the survey. The first question was Since becoming a Corporate Cornerstone Company, has your company's satisfaction with the program increased, decreased or stayed the same?, 61% reported their satisfaction had remained constant, 35% had experienced an increase in satisfaction, and only one respondent said that his or her satisfaction had decreased. We next asked, As a Corporate Cornerstone Company, how would you rate your current overall
satisfaction with United Way of Central New Mexico's (UWCNM) Corporate Cornerstone program ? Forty-three percent of respondents were Very Satisfied and 48% were Satisfied. We received one response for each Somewhat Satisfied and Neutral and no responses that indicated any level of dissatisfaction. This indicates that Corporate Cornerstone program companies are satisfied overall with the program.

To further probe satisfaction, we asked respondents the extent to which they agreed or disagreed to 5 statements that dealt with different aspects of benefits of the Corporate
Cornerstone program. More than half of the respondents Strongly Agree with the

statement UWCNM makes it easy to give. The majority of respondents also Agree or Strongly Agree that UWCNM effectively promotes its impact on the local community, that My company is satisfied with the benefits we receive from being a Corporate Cornerstone Company and that My company's employees are aware of the contributions our company makes to UWCNM.
Results were slightly less positive for

the question, UWCNM effectively promotes the benefits of being a Corporate Cornerstone Company. Figure 4.x in the appendix summarizes these findings.

2. Importance of Intangible Benefits Derived from Association with Corporate Cornerstone Program The respondents were asked to rate the importance of five intangible benefits. These benefits were exposure provided by association with the Corporate Cornerstone program, the fiduciary trust that companies have in UWCNM, the ability to specifically direct funds to causes that align with company culture, the ability to contribute to local community development, setting a good example for employees and networking with other community leaders. The results are summarized in figure 4.x. Findings show that fiduciary trust that companies have in UWCNM and the ability to set a positive example for employees is Very Important to CCP partners. Exposure and the ability to contribute to local community development are Important factors. Least important is the opportunity to network with other community leaders.

3. Value Placed on Current Corporate Cornerstone Program Benefits Received Respondents were asked to identify the current benefits they receive at their corresponding level of giving as either most valuable or least valuable by dragging and dropping benefits into a most valuable or least valuable box. Respondents could choose to put all, none or any combination of benefits into either box.. SoTable 4.x summarizes our findings by level of giving.

Table 4.x: Most and Least Valuable Benefits by Giving Level

Level of Giving Rio Grande ($5,000+) Bosque ($10,000+)

Most Valuable Current Benefit Listing on UWCNM Campaign Brochure Listing on UWCNM Webpage Listing on UWCNM Campaign Brochure Invitation to UWCNM Annual Meeting Recognition at UWCNM Campaign Celebration Event Receive CC Banners to display Listing on UW letterhead Opportunity to become Co-Brander Recognition opportunities targeted within local communities near your office Eligible to participate in CC council meetings

Least Valuable Current Benefit Opportunity to become a co-brander

Eligible to display UWCNM event pictures in Training Center

Valley ($25,000+)

Eligible to display UWCNM event pictures in Training Center

Mesa and up ($50,000+)

Listing in Campaign celebration invitation Lead UWCNM staff assigned year round Corporate banner displayed at campaign celebration

4. Attractiveness of Potential Corporate Cornerstone Program Benefits (4) Respondents were asked to identify the benefits they could receive at higher giving levels above their current level of giving as either most attractive or least attractive. They were also given the option not to identify the benefits as either. Table 4.2 summarizes our findings by level of giving.

Table 4.2: Most and Least Attractive Benefits by Giving Level

Level of Giving Most Attractive Potential Benefit Rio Grande ($5,000+) Listing on UWCNM Letterhead Listing in Campaign Celebration Invitation

Least Attractive Potential Benefit Lead UWCNM Staff assigned year round

Bosque ($10,000+)

Listing in Campaign Celebration invitation Eligible to participate in quarterly CC council meetings

Valley ($25,000+) Mesa and up ($50,000+) Listed as sponsor of the Campaign Celebration event Customized recognition opportunities Corporate community activities displayed in first floor conference room at UWCNM

5. Likelihood of Increasing Level of Giving In response to the question, What might cause you to increase your contribution?, responses fell into two categories: (1) Improved Economic Conditions and (2) Unsure. Of the 11 responses, nearly 73% stated that improved economic conditions might cause them to increase their contributions. In response to the question, What might cause you to decrease your contribution?, no responses were received.

In response to the question, What might cause you to consider increasing your contribution?, responses fell into three categories: (1) Improved Economic Conditions (2) Community Need (3) Use of Donations. Of the four responses received (where one response fell into categories 1 and 2 and was counted as two responses), nearly 40% stated that improved economic conditions caused them to consider increasing their contribution as well as Community Need.

The respondents who report that they are likely to increase contributions are all at Rio Grande or Bosque Level as shown by the figure 4.3 in the appendix.

6. Corporate Cornerstone Program Communication Respondents at all giving levels reported that they would prefer to receive information from UWCNM by email, 73.90%, and enewsletter, 60.87%. It is worth noting that none of our respondents wanted to receive information by telephone, or a UWCNM presence on their website. The lower contribution levels tended to like on-site visits more frequently, 21.74%, although our top donor at $175,000+ also reported that his or her company would like to receive information about UWCNM through on-site visits. Although only 26.09% of total respondents reported that they liked to receive information about UWCNM through the UWCNM website, the percentages were low at lower levels of giving and higher (66.67%) at the Mesa Level and above.

7. Corporate Cornerstone Program Outreach In response to the question, What could UWCNM do to increase the satisfaction and value of benefits your company receives from the Corporate Cornerstone program?, responses fell into four categories: (1) Satisfied with Benefits As Is (2) Increase Recognition from UWCNM (3) Increase Recognition for Employees (4) Networking. Of the eight responses, 50% said they were satisfied with the existing program benefits. A key comment was made regarding exclusivity. The comment is as follows: While I understand that UWCNM want to increase cornerstone contributions, part of the value to

us is in the exclusivity so if it becomes more crowded, it is less appealing. Twenty-five percent (25%) of the responses reflected an increase desire of recognition from UWCNM. Recognition of employee efforts and requests for site visits from UWCNM were key aspects derived from this category. Twelve point five percent (12.5%) of the responses indicated that they would like increased recognition from the community. Twelve point five percent (12.5%) of the responses indicated that they would like an increase in networking opportunities.

In response to the question, Do you have any suggestions regarding how UWCNM might tailor its appeal in order to attract new contributors?, we found that each response conveyed important details relevant to UWCNM. Here are those responses.

Text Response Focus on companies that do not participate in the campaign and solicit directly to them and provide resources to help run their campaign. Just stay the course and keep reaching out to the corporate community. Leverage Industry Associations. Make the call! Don't assume you have touched all potential Cornerstone donors. Keep calling on new businesses by alumni and don't leave a company uncommunicated with. More recruitment by current Corp Cornerstone donors. My suggestion would be to somehow improve UWCNM's message through more frequent ways to employees of company's in the Albuquerque area. The message really only gets out during the annual fund raiser. One of the ways our company attracts new donors during the UW annual campaign, is to match employee donations. Ideally, more companies can do that to increase pride in the workplace, company loyalty, and individual community involvement.

Appendix 4.1 - Survey 4.2 - Survey Cover Letter 4.3 -


Mean N Std. Deviation

Community Exposure 3.9130 23 .73318

Trust in UWCNM 4.9565 23 .20851

Contribution Alignment 4.3478 23 .71406

Example for Employees 4.2174 23 .90235

Community Development 4.7826 23 .51843

Networking Opportunities 3.6957 23 .70290

Legacy Work

Level Of Giving Rio Grande

($5,000+)

Most Valuable Current Benefit

Least Valuable Current Benefit Exposure

Most Attractive Potential Benefit

Least Attractive Potential Benefit

Fiduciary Trust Example to EEs

Bosque
($10,000+)

Fiduciary Trust Example to EEs Fiduciary Trust Example to EEs

Networking

Valley
($25,000+)

-Community -Development

-Celebration Recognition, -Use of CCP banners -Letterhead presence

Training Center News Postings

Mesa and above

($50,000 or more)

Fiduciary Trust Example to EEs Cause Alignment

Networking Exposure

D. Satisfaction:

Furthermore, no respondents reported that their company is likely to decrease contributions in the foreseeable future. Eighty-three percent said that they will stay at the current level, while 17% said it is likely their corporation will increase contributions. Reference appendix 4.3 for details by giving level.