Transcript Southwest Fund Raising Symposium

Case Statement Workshop
Center for Nonprofit Management
presented by:
Carole V. Rylander, CFRE
Rylander Associates 214/348-9086 [email protected]
Susan G. Saunders
SGS Solutions
972/939-4414
[email protected]
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Topics
 Welcome
& Introductions
 Review Process for the Day
 Constituency Mapping
 Jargon
 Marketing
 Case Statements
 Gift Opportunities
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Begin with the end in mind.
-- Stephen Covey
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Constituency Mapping
 The
Theory of Concentric Circles
 Importance:
 Divides
a Large, Diverse
Constituency Base Into “Like-Minded”
Groups
 Identifies Each Group’s Level of
Involvement
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Constituency Mapping
 Importance
(cont.):
 Acknowledges
Each Group’s Differing
Perspective and Language
 Enables
the Delivery of Focused
Messages Designed to Stimulate a
Specific Response
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Constituency Mapping
 Importance
(cont.):
 Ensures
that Resources and Efforts
are Directed Towards Groups
Appropriately - According to the Value
of their Response
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Constituency Mapping
Identify and plot all “likeminded” groups in your
organization’s
universe
Step 1
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Constituency Mapping
Like-minded groups are not just
“individuals,” but groups of individuals
who:



Have the same relationship to the
organization,
Use the same language, such as
physicians, teachers, city council
members, or
Interact with your organization in the
same way
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Constituency Mapping
Step 2 Using different colors, circle
each constituent group:





With financial resources
Who provide earned income (fees,
tickets, etc.)
With whom your organization
partners (a non-financial, strategic
relationship)
Who provide in-kind donations
Who is important for other reasons?
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Constituency Mapping
Step 3 Create a legend so
you’ll know what your
colors mean.


Some constituents will have all
colors of circles
Many will have multiple colors or
circles
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Constituency Mapping
Step 4 Use arrows to indicate
groups to be intentional
about involving & educating
. . . moving closer to the
center of the organization
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Jargon
 Definitions:
 The
technical terminology or
characteristic idiom of special activity
or group
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Jargon
 Definitions:
(cont.)
 Obscure
& often pretentious language
marked by circumlocutions and long
words
A
confused unintelligible language
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What Jargon Do You Use?
 Identify
Jargon:
 Create
a List
 Review Your Document(s) & Circle
Jargon
 Redefine
 In
Jargon
Every Day Words
 “Grandmother”
Principle
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Marketing
 Marketing
is all about exchanges.
 Marketing
is a process that helps
you exchange something of value
for something you need.
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Selling vs. Marketing
 SELLING
MENTALITY is Rooted
INSIDE the Organization
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Selling vs. Marketing (cont.)
 MARKETING
MENTALITY is
Based OUTSIDE the
Organization—In the Marketplace
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Marketing: Step One
 LISTEN
to your Constituency!
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Marketing: Step Two
 SEGMENT
Your Market
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Marketing: Step Three
 STRATEGICALLY
TARGET Those
Segments with the Highest
Potential
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Marketing: Step Four
 POSITION
 What
the organization:
does it do well that matters?
 How
does it compare to what other
organizations do?
 How
does it distinguish itself?
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Marketing: Step Five
 COMMUNICATE
the Special
OPPORTUNITIES your Program
Presents in Terms That Matter to
the Target Groups
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Marketing: per Peter Drucker
“The aim of marketing is to
know and understand the
customer so well that the
product or service fits them
and sells itself.”
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Marketing
& the Case for Support
Q: So, how do I develop marketing
messages for my organization?
A: By creating an urgent and compelling
Case for Support!
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Fundraising Follows the
Planning Process
Vision
Mission
Strategic or Long Range Plan
Goals and Objectives
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Fundraising Follows the
Planning Process
Operating or Action Plan
Strategies and Tactics
Budget
Fundraising Plan
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Case Statement: Definition
A carefully prepared document that
sets forth, in detail, the reasons
why an organization needs-- and
merits-- financial support . . .
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Case Statement: Definition
...In the context of the “case is bigger
than the institution,” it documents
its services, human resources,
potential for greater services,
current needs, and future plans.
 From
Glossary of Fund Raising Terms, a
publication of AFP
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What
We Hear
All The Time…
vs.
A Compelling Story!
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There is no perception
unless there is contrast.
-- Ralph Coverdale
in Risk Thinking
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The Case Statement Is. . . . .
 An
internal document
 An
investment prospectus
 Prepared
by the development office
 The
basis for all marketing,
communications, program, &
development materials
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The Case Statement Is. . .
(Cont.)
 Both
rational and emotional
 Optimistic
 Brief
 Easy to interpret and remember
 Larger than the institution and has
broad appeal
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The Case Statement Is. . .
(Cont.)
 The
single most important
document in the fundraising effort!
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Elements of the Case for
Support
1. What is the organization’s mission?
2. What has the organization
accomplished thus far? (its history)
3. What does the organization do and
how is it structurally governed?
4. What is unique about your
organization?
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Elements of the Case for
Support (cont.)
5.
What is the problem? What need
does the program for which you are
seeking support address?
6.
Who is affected?
7.
What impact or outcome does the
program/solution generate?
8.
What methods will be used to
implement the program?
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Elements of the Case for
Support (cont.)
9.
What results have been achieved
thus far?
10. What resources and funds are
required and how will they be used?
11. What endorsements and support
have already been provided for the
program? How much? From whom?
12. What is in it for the donor?
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Case Preparation
 Written
by one person
 New
rationales will emerge during
process
 Adaptable
 First
to many uses & formats
draft—then edit, edit, edit
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Case Preparation (cont.)
 Circulate
draft
 Adopt as a policy document
 Update periodically
 Use it with staff and volunteers
 Create case statements for each
need / client group; may create one
over-arching case statement
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Uses of the Case Statement
 Provides
common language for
board members
 Is
the basis of proposals, &
brochures, program, & campaign
materials
 Assists
in leadership & volunteer
recruitment
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In Summary: A Case
Statement
 Is
designed to:
 Substantiate
an organization’s
opportunities and attributes,
 Define
benefits to the contributor . . .
and,
 Stimulate
a monetary response.
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In Summary: A Case
Statement
 The
relationship between
programs, needs, and benefits to
donors must be communicated in a
persuasive “case” that motivates
the potential donor to action!
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Case Statement Handouts
 Elements
of the Case for Support
 Structure
of a Case Statement
 Sample
Structure of a Case
Statement Document (page 1 only)
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Case Statement Handouts
 Samples:
 The
Case for the Building Program of
Los Barrios Unidos Community Clinic
 Los
Barrios Unidos letter proposal
 The
Case for the Anita N. Martinez
Ballet Folklorico
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Giving Opportunities
(What’s in it for the Donor)
 Are
Drawn from the Case Statement
 Can
Represent a Wide Range of
Appealing Fundable Items - $50 to
$25,000+
 Fulfill
Baby Boomers’ Needs to Know
Their Gift Provided Specific Tangible
Benefits
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Q&A
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Thank You!
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