Arguably, your case for support is the most powerful piece of communication your organization will develop. That’s because your case has the important job of providing all the answers for all your target markets in written form—all whilst weaving the all-important story of your organization.

According to KCI’s latest Philanthropic Trends Quarterly, donors will always need to understand your mission, vision, milestones, impact, strategy, leadership, needs and priorities, both on an overarching basis and related to your specific priorities. It may seem a daunting task, but a strong case for support encompasses all of these qualities.

At a higher level, your case for support must:

• Establish vision/organizational strategy
• Determine fundraising priorities
• Create investment opportunities/vehicles
• Animate through words, messages

The process is more important than you think

The process of developing your case for support will end up being just as important as the case itself. You’ll gather input from a variety of stakeholders important to the success of your charity. You can start by answering the following questions:

• What words come to mind when thinking about this organization?
• Why is it unique?
• What has it accomplished? What are its greatest barriers? Where is it going?
• Can you talk about the outcomes and impact of spending within each funding priority?
• Why do you work here? What are you hoping to accomplish in your work?
• What or who inspires and motivates you every day? What discourages you?
• Can you tell me a story about…An event that motivated you? A personal success? A barrier?
• Why do you give to the organization?
• What are your goals as a donor in general?
• What would you say to motivate others to give?
• To draw out a story, sometimes it’s as simple as asking: What happened next?

Why should fundraisers care?

It’s important to reach a consensus on the value and vision of the organization in order to cement a plan to raise money. Donors likely won’t give, at least in significant amounts, to a mission without specific spending plans. In the same vein, they won’t give to a spending plan that’s lacking the guidance of both a mission and vision.   

A comprehensive business case complete with a rational spending plan will go a long way, but don’t forget to tell your story. Humans make 70 per cent of decisions based on emotional cues – take advantage of that fact and make a case that’s compelling at the human level. Donors will be less likely to give if you’re messaging falls flat and fails to generate excitement—all charities are doing great things. What sets yours apart?