I once worked for a CEO who did not understand why we couldn’t just go ask a donor to give based on this one simple premise “You have it, we need it – give now.”  Ouch.  If only it were so simple.

What you are raising money for is called the Case for Support – a term most development officers know well.  It is also something that is not used nearly enough.  Harold (Si) Seymour, who is considered a guru in the field and published one of the most quoted books on fundraising in 1966, Designs for Fundraising,  said the case for support “tells all the needs to be told, answers all the important questions, reviews the arguments for support, explains the proposed plan …”  And (I love this part) “it should aim high, provide perspective, arouse a sense of history and continuity, convey a feeling of importance, relevance and urgency, and have whatever stuff is needed to warm the heart and stir the mind.” 

I think it is very sad that many organizations do not put in the time and effort to develop a good, solid case for support.  We jump into our annual appeals and devise the “crafty” letter that will generate a response.  We host an event and speak for 5 minutes about something we think is compelling.  Or we meet with a major donor about the newest “project” and expect him or her to give generously.  The end result is donors who don’t really understand who you are, what you do and how you are changing the world for the better.  We seek the 30-second sound byte for the quick response rather than the thoughtfully inspired story that builds the relationship.

Writing a case for support need not be laborious.  I happen to think it is one of the more enjoyable aspects of preparing your fundraising plan.  It does require a vision, clarity of thought, and the willingness to commit to paper a plan for the future.  Once you have done that; however, you can build a culture around a shared cause that is well understood and well-articulated by everyone: staff and volunteers alike.

If you’re not sure how to begin – then bring together some key “players” in your organization for an hour or so to put the basics down on paper. Ask the basic and sometimes difficult questions:  What does your organization do?  What programs do you offer to do the work that you do?  Who do these programs impact?  In what way?  How have they succeeded?  How many more people do you need to help or reach with your vision?  What do you need to do that – and how much will it cost?   See — it really isn’t that hard.

Then find someone who is a good writer to pull it together with heart.  Share the background of the organization.  And tell some stories – stories of hope and joy.

If your organization is a large one with many different types of things you do – then write a “mini-case” for each.  If you are going into a campaign – then prepare a comprehensive case that encompasses all aspects of what the campaign will accomplish.  The principle is the same.

And so is the outcome …  people will be moved, inspired, understand how they can make a difference – and they will give truly from their heart.  And most important – they will continue to give as long as you show them how they can and have made a difference.

Now – write your case and go forth and raise the funds. 

Maddi, one of my golden retrievers, made it very clear to me this past week that you cannot take anything for granted.

As a consultant, I spend a fair amount of time “on the road.”  Meeting from client to client, meetings in the evenings, meetings on the week-ends;   all kinds of reasons for being away.  The past couple of weeks have been particularly busy, plus I had some unexpected company.  So, I have not spent as much time as I should with my two golden retrievers.   Usually, they’re pretty good with that.  They have each other and lots of people to stop by and say “hi” to them.  But, I think it just got to be too much for my oldest golden, Maddi.

Here’s what happened.   Maddi has a favorite dog bed – which I moved to a spot in my office.  That seemed to be just fine.  Then, I went and moved the dog bed again to another spot.  She came into the office, went over to the bed, looked at it, nudged it, looked at me –went onto the bed and marked her spot (if you know what I mean).  After that she shot me one more look and laid down.  I was flabbergasted.  In over 8 years, she has never, ever done that.   Then, I realized what I had done.  Not only had I not paid enough attention to her, I also changed something important to her without her having any say whatsoever.  No wonder she was angry.  After I cleaned the bed, I moved it back to its original spot.  She went over to check it out, nudged it a few inches, laid down and gave me a big smile, wagging her tail.  It really didn’t take much to make her happy – but I had certainly not taken any of her feelings into consideration.  A lesson learned.

Later that evening, I was at a Board meeting, and a Board member, new to fundraising, asked the sentinel question – how should you treat your special donors?  And as I was returning from the meeting, I thought of the lesson Maddi taught me.

Donors, just like anyone else (human or animal) do not want to be taken for granted.  There’s not a lot of recognition required (though the more you give, the happier they are).  But – they don’t want you upsetting the apple cart without letting them know.  If you are making significant changes in your organization – for goodness sake tell them and explain why.  If there is a new initiative that is requiring a lot of effort – let them know.  If you are phasing out a service – perhaps one they really liked, tell your donor before he or she learns about it through the grapevine.  If there are significant staffing changes – and a donor knew some of the staff – don’t let them hear about it second hand.

Communication is always the key to building a good relationship.  In fact, it is critical. And yes, non-verbal communication is just as important with our four-legged friends.  So, well done, Maddi and thank you.  Though next time, can’t we just talk?