You’ve got a case for support that you, your leadership team, board members, staff, volunteers, and students, clients or program participants believe in. It is clear, concise, and compelling. Maybe you’ve even transformed it into a short video. It is beautifully printed. Now what? As the executive director or CEO of a nonprofit it is time for you to start talking with people, sharing the case, asking stakeholders for feedback, and most importantly learning how current and potential donors and funders see themselves as part of the life of your organization.
The case for support is not a report on the status or health of your organization – it is a forward-looking document that you can use as a tool to share your vision. It should set you apart from other nonprofits in your region and help establish your uniqueness. As a fundraising document, it communicates your fundraising priorities with dollar amounts! It lets the reader know how much you need to raise and – most importantly – what the anticipated impact will be. The specificity of your case can help engage stakeholders from across the community and across the region. Because you have a menu of fundraising priorities, potential donors, board members, local leaders, and volunteers can see how your vision aligns with theirs.
The case for support is your calling card. Don’t send it out in bulk and wait for checks to roll in. Take a printed copy with you to all your meetings with stakeholders, partners, and influencers. Share a copy in advance of phone calls or video conferences, and then talk about the case during your phone or video meetings. Your case takes the nonprofit’s strategic plan and puts legs on it: when people read it, those who you want to surround you will be able to see that you know how much money you need (and when you need it by).
While the case needs to be engaging and visually appealing it is most important that it is seen as a key business document that communicates your institution’s capabilities, expertise, directions, leadership, growth strategies, and partnerships. It is an invitation to engagement and investment. Now, that doesn’t mean there is no storytelling – that too is an important component. You need to weave emotional connection into your business case – you want your readers to feel the importance of your work and impact. Yes, it must be financially accurate, but you need to make sure the reader feels the importance of what your numbers are conveying.
When the case is marked “draft” it invites supporters to offer guidance on how your nonprofit can best meet its goals. And that’s what you want: guidance and suggestions. Especially if you are a new executive director or CEO, you want the embrace of stakeholders who can help ensure your nonprofit has the resources it needs to move forward. In these uncertain times, it is more important than ever to get to work on creating and using your organization’s case for support: make it a priority.
© Mel and Pearl Shaw, authors of “Prerequisites for Fundraising Success.” We provide fundraising counsel to higher education, nonprofits, and philanthropy. Video conferencing always available. Visit www.saadandshaw.com.
