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Terri Sheahan & Greg CampitelliXponential Philanthropy &

Campitelli Consultancy

Reinventing the Case for Support...daring  you to change the way you think about the purpose, 

the intent and the application of key donor messages in your organisation’s Case for Support.

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s Your presenters

Terri Sheahan: Writing for the Third Sector since 1987. Author of ~50 Cases for Support on behalf of organisations across the spectrum.

Greg Campitelli:  Specialist in fundraising strategic planning and mentoring not‐for‐profit leadership. Publisher of Catholic Schools Guide: Melbourne, Sydney & Adelaide. 

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s Key Learnings

the real value of the Case as a critical fundraising tool

a new take on the traditional model

techniques to educate stakeholders re the rationale behind fundraising language

the process of developing a compelling Case

how The Influential Fundraiser model can be applied as a litmus test. 

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s What is the Case for Support?

Traditional model = Case Statement/Case for Support that was end product

Towards  a new model.  

It is evolving in its importance .  Case for Support now THE resource document that drives: 

•Campaign collateral•Key messages•Presentations to grantmakers/prospects•...all key messages/communications

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sBi

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Par

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Str

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Two Pillars

1. Robust organisational Case

2. Compelling project/campaign/program Case

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Reinventing the Case for Support

Building on the traditional model

Xponential model is the next evolution of what defines a Case for Support and how it can be used as a powerful fundraising tool.

VersionsCRA/feasibility study ‐ synopsis or ‘passion’ document: 3/4 pages.  Extended Case – business case + emotional Case: up to 20 pages.  (Organisational or campaign/project case.)

Mindset: Case for Support = Philanthropic Prospectus

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Passion DocumentExternal

(1,000 words: 2‐4 pages)

Extended Case Internal

(10,000 words: 10‐20 pages)

Gregory Campitelli & Terri Sheahan Case Pyramid Model

Elevator Pitch(Ross/Segal model)Present –

Present +Future –Future +(50 words )

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Why do you need a Case for Support?

Practical tool that ensures all can clearly articulate what the organisation stands for/where it’s going/key elements of the project.  

It can often facilitate project development: from vague to specific project elements.

Engage donors and encourage the organisation to become more donor‐centric.  

Useful for informing advocates & getting the confidence of the Board.  

Can open up skills gaps/identify delivery and program gaps .

It facilitates (sometimes forces) consensus thinking. 

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s What are the characteristics of a great case?

Case language

timeshighereducation.co.uk

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Mass marketing Vs Case messaging Mass marketing (DM, brochures, website etc) 

= organisational style guide 

= on‐brand messages 

Case for support = more latitude.  

It is not a policy statement.  It is not a document in the public domain.

SO...more latitude to express business case/financially sensitive info more latitude to bring out the emotional case 

Less constrained by house‐language

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s More characteristics of a great Case...

It should empower the donor to be a part of the solution to the stated problem.

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s Characteristics of a bad one...

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THE PROCESS

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s Techniques to engage Board/Exec team

Anticipate resistance ‐ many won’t see the value of the process.  

KEY TIP:  engage them in the process. Educate them about Case language/intent/usage.

Getting their trust early in the process is critical: early drafts may polarise opinion within the organisation. 

Emphasise that the case (draft) is a living document & constantly evolving as the project evolves/becomes more defined.   

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s Methodology: 9 key steps

1. Educate/engage key stakeholders early to funnel them down the path to consensus.

2. Decide who will craft your case?  (internal/external)

3. Literature review (annual reports/internal comm’s/business case)

4. Contextualise before you write.  Research the broader issue/s.

5. Interview key stakeholders.

6. 1st draft: start the process toward consensus.

7. Circulate draft to limited numbers.

8. Revise according to feedback.  Stand your ground where necessary.

9. Circulate final version to Board/key leadership/comms team.

52 prompters...email request to tsheahan@xponential.com.au

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s Elements

Provide enough information to allow prospect to respondemotionally first, then logically.

Title: sets the theme of the campaign

Compelling opening statements

The need/the urgency

The solution (the heart of the case)

The organisation’s heritage/credibility

From vision to reality

(how prospect can be part of the solution)

Reiterate urgency/key messages

Strong call to action

VIVID word pictures to elicit emotion 

OUTQUOTES/outboxes to relieve copy fatigue and engage ‘skimmers’

STRONG case studies that add emotional impact

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You’re not done until......you have removed all possible obstacles for the donor.

The donor must agree that there is a problem.

The donor must agree with your proposed solution.

The donor must recognise the transformational impact.

The donor must perceive yours as the best agency to deliver that outcome.

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Crisis: “At current rates of infection and with the current limited access to anti-retrovirals, 100,000 people in Zimbabwe will die needlessly in the next six mths.”

Risk: “Unless we use condoms and education programs to stem the growth of HIV transmission, in ten years there will be 5 million AIDs orphans in Zimbabwe.”

Opportunity: “If we can organise the condom distribution program effectively in the next 6 months, we can reduce infection by 60% in Zimbabwe”.

Vision: “By building the new centre and equipping it properly, we can ensure that within 10 years every person in Zimbabwe will have access to anti-retrovirals.”

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Crisis: “If we raise the money in the next 3 months, we can acquire the space fort he experimental studio we’ve been talking about for years.”

Risk: “If we don’t secure the funds for the education program, then within 5 years there will be a whole generation denied access to culture – up to 3,000 18yr olds in this town who will never have seen a live theatre performance.”

Opportunity: “Thanks to a shop closure, the building lease has come free on a large space next door. If we can raise the money in the next 3 months, we can acquire the space for the experimental studio we’ve been talking about for years.”

Vision: “If we raise the cash, we can extend into the premises next door, With that extra 10,000 square feet, we’d gain experimental space to complement our main platform and craft workshops. In 5 years we will be the leading arts centre in the city.”

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s The litmus test: your elevator pitch

Adapted from The Influential Fundraiser:  Bernard Ross & Clare Segal

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s Helpful tools

• Xponential Case prompters: 52 questions to ask yourself

• Capital Campaign Factory toolbox (caseRedi)capitalcampaignfactory.com

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