Making the Case for Support

The case for support
It should:

• Focus on how funds raised will enable the organization to do things it is not able to do now — new programs, services, facilities, etc.
• Be donor-oriented, not organization- or association-oriented.
• Focus on the future, not the past.
• Focus on current and future needs of the organization and its members.
• Be well-written, well-crafted, clear and concise, and memorable.

Fundraising ethics
Due to increased public scrutiny, fundraisers must:

• Be accountable to donors.
• Be transparent in all activities.
• Be certain gifts and grants are used for the purposes for which they were solicited.
• Provide appropriate recognition and benefits to the level of gift.

Best practices

• Consider overall fundraising climate.
• Make a compelling case for support.
• Exhibit strong staff and volunteer leadership.
• Focus on why people give.
• Market appropriately.
• Incorporate ethics in any marketing and fundraising.
• Communicate regularly with donors and sponsors.

Follow marketing principles

• Segment your market.
• Know "who wants, who needs …"
• "The aim of marketing is to make selling superfluous" — Peter Drucker
• Position the organization.
• Understand the ownership paradigm.
• It's an exchange, not a handout.
• Test, modify, continually improve.

Apply a marketing perspective

• Donors tend to fund the future, not the past.
• People tend to be emotional givers who look for rational reasons to support emotional responses.
• Decisions are driven by values and benefits.
• Prospects will more likely contribute if the organization reflects their values and desires.
• Organizational needs should be stated in terms that demonstrate a capacity to solve problems that are important to donors.