Author: Eric B. Jacobson

Writer, storyteller, and pop culture enthusiast
collective impact, logic model, planning, theory of change

Your vision statement shouldn’t be unique

I worked with a client recently on developing a theory of change, and part of the process involves coming up with a vision statement. The vision reflects the organization’s desired outcome for the system in which they work. In other words, what does the system look like in a perfect world?

When we came up with a vision statement, it was big – not just bold, but on a global scale that goes well beyond the capabilities of this little organization of just a few people. There were two questions that arose: Is this vision statement too ambitious? And is this vision statement unique enough to our organization?

Here’s the thing: no organization works alone to transform a system (though they may think and act like they do). Transformation of an entire system is a huge undertaking, one that requires a diversity of approaches and competencies. Systems are complex and multifaceted, and multiple types of interventions will be required. An organization that tries to tackle them all will find itself reaching beyond its capabilities. (Conversely, an organization that thinks there’s only one way to solve a problem will not reach far enough.) And because no one can do it alone, the vision statement shouldn’t be unique to any one organization, because hopefully others share your vision and are working with you towards the same goal.

Within any given system, there will be multiple organizations or entities, each trying to transform the system in a different way. Each organization therefore occupies its own niche (hopefully), but collectively they bring about a common vision for the system.

Take education for example. There are several different groups in the Bay Area working on improving the education system in Oakland. Some focus on teacher preparation, some focus on after-school programming, some focus on informal education programs, some focus on testing and standards, and others will focus on policy at the state and federal levels. Then there are government agencies and privates entities with their own goals and contributions to the education system. Each group has its own objectives, but they all are working towards a common vision: an Oakland school district that meets the needs of its students.

A lot of times organizations equate a theory of change with a strategy: if we do this, then we will achieve that. If a theory of change is done right, it takes a broader systemic view, and helps an organization to identify (1) the potential points of intervention, (2) its unique role in bringing about the vision (the mission), and (3) areas of needed coordination, cooperation, and collaboration. In this way, an organization can define its unique value while also understanding how all the different actors collectively create change.

Thus, the vision is a systemic view beyond the organization, a goal to be achieved collectively, and the mission statement is the organization’s role within that system, based on its strengths and competencies and the needs and opportunities in the system.

No organization is an island, and no organization can do it all. But together, with a shared vision and clearly defined roles, organizations can achieve more than any one of them can achieve alone.

Does your organization have a vision statement that defines a collective achievement? Does your organization’s mission statement reflect its unique role within the system? Are you working with others who share an interest in the same issues?

communications, messaging, rationale

4 steps to identifying your key messages

I worked with a client recently on honing their messaging and developing an elevator pitch. This organization has a focused mission, a clearly articulated approach to its work, and specialized niche within its ecosystem of actors and stakeholders. They know their constituents and they can speak at length about their work. So why were they struggling to attract the kind of support they needed to stay afloat?

Because they, like many people who work in the nonprofit world, know their work too well. They can speak at length about what they do, but it’s from the perspective of someone who spends every day doing that work – full of technical language and insider concepts, and narrowly focused on what’s in front of them instead of seeing the bigger picture. That’s great for speaking with constituents and partners and maybe existing funders, but how do you reach new audiences and build your base of support?

By crafting and using key messages that clearly and succinctly explain your work and why you do it.

Here are four steps to crafting key messages that your organization can use across a wider swath of audiences:

  1. Identify your key audiences. Most people skip this step and go right to defining messages, but it’s important that your messages are understood by – and resonate with – the people you want to reach. So first things first: write down your top audiences and think about what they know and what they care about.
  2. Define the problem. What is the problem your organization is aiming to solve? What is it you hope to achieve by doing your work? This should be condensed to a simple statement about why you do what you do, and it should be framed in terms of something your audiences care about.
  3. Identify the solution. Given the problem, what is the solution? Why should we believe that this solution will work? Write a single statement that makes the case for why your solution will be effective in solving the problem.
  4. Articulate your work. The challenge here will be to state the work you do in a brief, simple, jargon-less, and concrete statement. Don’t get down into the details but don’t be too abstract either. Focus on what’s most important and be plain, straightforward, and concise.

Now take these messages and infuse them into your communications, whether it be a grant proposal, your website, or a conversation in an elevator.

By creating messages that state what you do (the solution), how you do it (the work), and why you do it (the problem) – all framed in a way that resonates with your target audience – you can communicate more effectively to build a broader base of support.

How does your organization communicate now? Do you know what your key messages are? Can you state the what, how, and why of your work in simple, brief, concrete terms?

case for support, communications, fundraising, messaging

What not to do in a fundraising appeal

So just today I got an email from an organization that I admire very much. They do great work supporting a cause I care a lot about and they are a lynchpin of their community. Their email was a request for funding, a relatively small but not insignificant amount of money, and a fairly deadline for reaching their fundraising goal. I thought about giving a few dollars to help them out, but first I asked a few questions.

The first question I wanted to know was, “Well, why do you need the money?” They state up front that they are facing an operating deficit. Okay, that makes sense, but why? Was it a failure to raise funds? Did one of your major donors not give this year? Is membership down? Or was it poor budgeting and financial management on your end? What happened that you have this shortfall? Because your answer may influence my willingness to give, particularly if it pertains to questions about how you manage the organization.

Secondly, what’s the urgency? Why now? And then I saw a qualifier I hope I never see in any other fundraising appeal: “nothing life-threatening.” Now, this is 100% true: this is an arts organization and no one will die if they drop a few programs or services. But still, why are you downplaying the importance and urgency of this appeal? Granted, hyping up the urgency isn’t going to help either, but why are you reminding your potential donors that they don’t really have to give? They even state that the shortfall is only 3% of their budget. Stop downplaying your need!

To their credit, they do point out that they will have to cut programs and services if they do not meet their gap. Okay, so now I’m concerned again. What programs and services? How will I be affected? How will other constituents be affected? Unfortunately, they list out the major services they provide as a reminder of the things they do, but it’s not clear that they will cut these programs (the foundations of their organization) or what if any changes they will make to them. What are the consequences of not giving? Again, why is this important and why is it urgent?

Finally, what are the benefits of giving? They point out that if we help them meet their goal then they will start the next fiscal year on sound footing. Okay… But what’s in it for me? I know it sounds selfish, but compelling fundraising appeals frame things from the perspective of the recipient, not the sender. Because this organization wasn’t clear about how any cuts will affect me, I also don’t know how meeting this small, non-life-threatening gap is going to benefit me or make any difference for the things I care about.

So, let’s recap a few important lessons to learn from this appeal:

  1. Always state the need up front.
  2. Make it clear why this need is important and urgent.
  3. Don’t downplay the important and urgency of your appeal.
  4. Be specific and concrete when talking about the need and the consequences.
  5. State the benefits (or costs) to the donor as it relates to what they care about.

How do you write fundraising appeals? What are some best practices you’ve encountered? What are some things to avoid doing when writing an appeal?