I was recently asked by a client to provide some leadership advice regarding how to develop a quick strategy to increase major gift fundraising and attract new high capacity donors. I quickly responded with two requests of my own - “(1) Show me your vision statement and (2) show me your case statement.” In my opinion the latter is probably the most important and does not need to be a twenty page document. Case statements are obviously useful for everything from capital campaigns, to annual appeals and grant writing to developing a strategic appeal designed to attract new leadership level donors.


The key to writing a strong fundraising case is to anticipate the core questions that prospective donors may have about the project, answer them succinctly and to differentiate the effort for other projects/competition.

An important step is information gathering. Identify the following organizational information:
•your mission;
• your vision;
• your values;
• your strategic plan;
• your monetary goal and what that money buys;
• data on those you serve;
• trends;
• information on emerging or increasing needs;
• descriptions of programs and services;
• proof that your programs are worth doing and that they work.

After gathering information, I recommend sorting it into categories to create “personal  case,” which can be described as a collection of potentially useful information that’s unedited, confidential and not necessarily meant for circulation.

When developing the information for the case document, you should ask three questions:

Why us?, Why now? and Why you?

• Why us? — What is your organization doing that is so unique donors support its new plans?

• Why now? —Why is the fundraising initiative crucial today?

• Why you? — Why are donors/supporters critical to complete the vision?

A case, like a story, should have a beginning, a middle and an end. The beginning presents the problem/solution, the middle supports the problem/solution with evidence and the end is the call to action, where you shift responsibility to donors’ shoulders.



Things that interest donors are:

1. Accomplishments, i.e., “What did you do with my money?”

2. Vision, i.e., “What could you do with my money?”

3. Recognition, i.e., “Did my support matter? Am I important?”

4. Efficiency, i.e., “Can I trust you with my money?”

Remember these simple ideas and you will be well  on your way to developing a simple yet comprehensive case that will support your fundraising needs and further engage your next generation of loyal donors. Good luck!

This year, we will need to move beyond just telling our organization’s story to win or motivate our donors and prospects. Fundraising, and the practice of cultivation in particular, has always been a tough beast to tame for most of us.  With more competition, the ongoing rise of social media,  mobile apps, as well as other cultural phenomena such as growing wealth disparity across the world, organizations must  now more than ever be prepared to demonstrate to the public and the majority of their donor base, how their services are producing sustainable results and  immediate impact.

Yes, new tools such as crowdfunding have taught nonprofits how to convey great stories in order to pull donors' heartstrings and open their wallets and purses, but the conversation should not stop there. Now more than ever, savvy donors want to be reassured that their money is making a difference and reaching the intended constituents – so we must respond if we are going to be successful.  So, how do non profit leaders and today’s organizations supplement storytelling? Here are three key factors nonprofits can include in their 2014 strategies:

1.  Clarity and Transparency
Be honest with your supporters. Donors want to know not only your successes but also your failures. More importantly, people want to understand how your organization will learn from its mistakes and move forward. Keep donors updated about your activities and how it plans to improve operations. If your organization suffered from a communications media snafu, be direct with your donors. Inform them of the steps being implemented to prevent any future problems. There's no better way to promote trust than to encourage open dialogue with your donor community.

2. Stay Connected and Be Creative with Content
Thankfully, with today's technology, connecting with our constituents is much easier than even a decade ago. Whether it's by phone. iPad, or Google Hangout, meet donors on their playing fields. By using apps and text messaging, your organization can now have people donate money, set up volunteer time, or even volunteer virtually. Host volunteer interviews via Skype. Send reminders to volunteer groups with WhatsApp. Announce successes through Twitter and share videos of success and the impact of gifts on YouTube. 

3. Be a Team Player and Look to Collaborate
Nonprofits should partner with one another to reach a variety of donors and maximize communications channels.  Effective partnerships can promote a positive image to the community and can show camaraderie for multiple causes. Think about planning a community showcase , where community members can learn about different organizations in the local area. Donate a Facebook post to highlight the great work of another nonprofit. When organizations play nice, then outsiders will respect and value the nonprofit sector more. This can also serve as a way to engage a wider donor base as well as expose staff to new ideas and models for success.

Let's be clear... corporate partnerships are becoming more complicated every day. There are more regulations,  there is more competition and there are fewer recognition outlets. But there are still GREAT opportunities to generate a successful collaboration if you understand the platform.

In order to further their own missions and provide the opportunity for additional non-dues revenue to carry out their educational, charitable, professional and other tax-exempt purposes, many organizations seek corporate sponsorships. A sponsorship is not just about increasing revenue, but must be consistent with the organization's mission and vision, while adding value their constituents or members. Companies are no longer turning to exhibiting and sponsorship merely for exposure. They want new or expanded ways to interact directly with people who can purchase their products or services. Increasingly, sponsors are looking for focused meeting opportunities with industry leaders through their partnerships as they develop business plans going forward.

The maintenance of public trust and integrity, ethical standards, and credibility are of paramount importance and should be protected with the utmost vigilance. It is important for organizations to be cognizant of the rules and regulations regarding corporate sponsorships and follow the constraints within their field.

Definition of Corporate Sponsorship

Corporate sponsorship is financial or in-kind financial support by a commercial interest, given to an association or other not-for-profit organization. There are a number of reasons companies provide sponsorship including increasing brand loyalty, creating awareness and visibility, positioning the company as an industry leader, and networking with potential and existing clients. Sponsorship is distinguishable from a charitable contribution in that a corporate sponsor is typically motivated by a desire to receive a public acknowledgment in exchange for its support of an event or program on a single occasion, or over a period of time. Ongoing sponsorship may be dedicated to a particular ongoing activity or may be provided as general underwriting of all activities.

In my opinion, now more than ever non-profits and associations are in a unique position to facilitate opportunities that help the sponsor and build relationships with industry as well as generate new partnership opportunities.

Agreements

All potential and current sponsorships should be based on a written agreement between the sponsor and organization. Agreements generally should include the following:

• Type and extent of support provided by the sponsor
• Event, program or service to be sponsored
• Value of the sponsorship to be provided by the sponsor and a payment schedule
• Nature and value of the benefits to be provided by theorganization
• Term and termination conditions
• Provisions addressing liability, insurance, dispute resolution and similar matters