Elements of the Case for Support

 

The question most frequently asked of a non-profit organization is this:  What is the need for your services?  This breaks down to a series of subset questions:  Who needs you?  How many need you?  How urgently do they need you?  Are you the only organization providing this service?  By defining the need, a strong case for support is created.

      A case for support should include the following (as appropriate to the situation):

1.   PROGRAM

  • What is our purpose?                   - MISSION
  • What do we want to achieve?       -OBJECTIVES
  • How do we get there?                  -STRATEGIES
  • What are our resources? (people, time, facilities, funds)
  • Who are our users?  Who wants or needs what we offer?
  • What does our community think of us? (organized groups, community leaders, major donors, neighborhood residents)
  • How can we best satisfy the justifiable need?

 

2.  FACILITIES

  • Why have we chosen this location? (access, suitability, future growth)
  • What options are available for expansion?  Do we need to build?  Can we remodel?  Can we share space with another non-profit agency?
  • What will it cost?  You should budget realistically, skeptically, and carefully, including:
  • planning and design (remember regulatory requirements)
    • purchase/lease (site and/or existing structure)
    • construction (including parking and grounds)furnishings and equipment
    • operating costs (including possible increased staff)
    • maintenance endowment
    • fund -raising expenses
    • contingency fund

3. ENDOWMENT

The 10 Year Test:

    • Will the facility still be useful?
    • Will the program still be viable?
    • Will the organization still be alive?

Endowment Yield

    • Conservatively, assume 5% of principal per annum
    • What are the restricted uses of endowment income?
    • Are named funds to be included in the endowment?

4. GENERAL

  • Forge partnerships with donors; help them become part of the project/organization; posture their contributions as investments in your cause.
  • Clearly identify the key issues -"succinctness equals success."
  • Personal faith, commitment, and tenacious belief in the project are often the difference between success and disappointment.
Edith Hurdle on Partnerships

"When you open yourself up, place your trust and confidence in the abilities of others, the results can be remarkable. You build an environment in which ideas can take flight and truly great works emerge."