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If you're anything like me, you've probably found yourself staring at a blank document titled "Case for Support" more than once in your career. That moment when you need to distill your organization's entire heart and soul, its mission, impact, and vision, into something that resonates with potential supporters.  

I've been a part of a few conversations lately about navigating the changing landscape of nonprofit communications. One theme keeps emerging: many of us are cautiously exploring how new tools, including AI, might help with fundamental development work like crafting a case for support—without losing the authentic human connection that is at the core of what we do. 

I’d be willing to bet that every nonprofit I’ve worked with has spent some time wishing their board members “helped more” with fundraising.

When they say that, they usually mean they want more people to make direct asks for gifts. I say not all board members should ask for money, but every board member can tell a moving story about the meaningful impact of their organization.

Development staff, CEOs, and marketing teams can empower board members to use storytelling as an effective and comfortable way to participate in the crucial work of raising money. To tell a great story, board (and staff) members must be authentic, passionate, and focused on the mission.

As a nonprofit organization, your case for support is a critical tool to communicate the value and impact of your work, build relationships with donors, and secure the resources needed to fulfill your mission. But it’s not enough to write it once and assume it’s always going to work.

While you should dust off and evaluate the strength and validity of your case every year, sometimes you need a bigger reset.

Plans are important, but they’ll never work unless you take action.

This month, the DBD team will be sharing ways for you to jump start your work in 2022.

By Bruce Berglund and Jan Brogdon

Too often, major gift efforts are confined to the framework of a campaign. We ask for these gifts when we have a goal, but we really don’t work to cultivate those major gift donors between and before campaigns. In a time where capital campaigns were slowed or even stopped, some organizations used 2020 to grow a deeper connection with major gift donors. How can the learnings from their experiences, and yours, shape the way you move forward from here?

Any of you that have worked with us know that we believe Case, Leadership, Prospects and a Plan are the key elements of successful fundraising. Consider how you can use this structure as you analyze your own situation.

By Peggy Vinson and Bruce Berglund

Sometimes in the course of working with non-profits, we’ll hear a question like this from a key volunteer:

“Why do we need to raise more money? We do pretty well now.”

When we hear this question, it’s immediately clear that the organization, not just the volunteer, does not have a vision or clear path forward. They have a “foggy” case for support.  

In this series, the DBD Team is taking a deeper look at some of the axioms we use when working with clients. In today’s blog, Lora explores our idea of “The Blue Flame Case.” To read other axiom blogs,  click here. 

In our work with nonprofits and churches, we focus on four key areas: leadership, case, prospects and a plan. When those four areas are well-executed, a campaign is much more likely to succeed.

This blog recently appeared on the NAYDO (North American YMCA Development Organization) website. We thought you’d enjoy it too, if you’re a Y or any other nonprofit, school or church.

I believe I have the best job in world. On a regular basis I get to meet with amazing leaders who care about their communities and the world. Many of these leaders also have the capacity to make community dreams, programs and campaigns successful.