Case Statement Workshop

1. Case Statement Workshop Center for Nonprofit Management presented by: Carole V. Rylander, CFRE Rylander Associates 214/348-9086 carole@rylander-tx.com Susan G. Saunders SGS Solutions 972/939-4414 sgssolutions@earthlink.net

2. Topics • Welcome & Introductions • Review Process for the Day • Constituency Mapping • Jargon • Marketing • Case Statements • Gift Opportunities

3. Begin with the end in mind.-- Stephen Covey

4. 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

5. Constituency Mapping • Importance (cont.): • Acknowledges Each Group’s Differing Perspective and Language • Enables the Delivery of Focused Messages Designed to Stimulate a Specific Response

6. Constituency Mapping • Importance (cont.): • Ensures that Resources and Efforts are Directed Towards Groups Appropriately - According to the Value of their Response

7. Constituency Mapping Step 1Identify and plot all “like- minded” groups in your organization’s universe

8. 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

9. 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?

10. Constituency Mapping • Some constituents will have all colors of circles • Many will have multiple colors or circles Step 3 Create a legend so you’ll know what your colors mean.

11. Constituency Mapping Step 4Use arrows to indicate groups to be intentional about involving & educating . . . moving closer to the center of the organization

12. Jargon • Definitions: • The technical terminology or characteristic idiom of special activity or group

13. Jargon • Definitions: (cont.) • Obscure & often pretentious language marked by circumlocutions and long words • A confused unintelligible language

14. What Jargon Do You Use? • Identify Jargon: • Create a List • Review Your Document(s) & Circle Jargon • Redefine Jargon • In Every Day Words • “Grandmother” Principle

15. Marketing • Marketing is all about exchanges. • Marketing is a process that helps you exchange something of value for something you need.

16. Selling vs. Marketing • SELLING MENTALITY is Rooted INSIDE the Organization

17. Selling vs. Marketing (cont.) • MARKETING MENTALITY is Based OUTSIDE the Organization—In the Marketplace

18. Marketing: Step One • LISTEN to your Constituency!

19. Marketing: Step Two • SEGMENT Your Market

20. Marketing: Step Three • STRATEGICALLY TARGET Those Segments with the Highest Potential

21. Marketing: Step Four • POSITION the organization: • What does it do well that matters? • How does it compare to what other organizations do? • How does it distinguish itself?

22. Marketing: Step Five • COMMUNICATE the SpecialOPPORTUNITIES your Program Presents in Terms That Matter to the Target Groups

23. 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.”

24. 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!

25. Fundraising Follows the Planning Process Vision Mission Strategic or Long Range Plan Goals and Objectives

26. Fundraising Follows the Planning Process Operating or Action Plan Strategies and Tactics Budget Fundraising Plan

27. Case Statement: Definition A carefully prepared document that sets forth, in detail, the reasons why an organization needs-- and merits-- financial support . . .

28. 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

29. What We Hear All The Time… vs. A Compelling Story!

30. There is no perception unless there is contrast. -- Ralph Coverdale in Risk Thinking

31. The Case Statement Is. . . . . • An internal document • An investment prospectus • Prepared by the development office • The basis for all marketing, communications, program, & development materials

32. The Case Statement Is. . . (Cont.) • Both rational and emotional • Optimistic • Brief • Easy to interpret and remember • Larger than the institution and has broad appeal

33. The Case Statement Is. . . (Cont.) • The single most important document in the fundraising effort!

34. 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?

35. 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?

36. 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?

37. Case Preparation • Written by one person • New rationales will emerge during process • Adaptable to many uses & formats • First draft—then edit, edit, edit

38. 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

39. 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

40. 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.

41. 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!

42. Case Statement Handouts • Elements of the Case for Support • Structure of a Case Statement • Sample Structure of a Case Statement Document (page 1 only)

43. 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

44. 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

45. Q & A

46. Thank You!