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Development and Communications

This document outlines the evolution of the Development and Communications strategy at the Legal Aid Society of Cleveland from the late 1990s to 2010. Key milestones include the engagement of consultants for fundraising, the creation of strategic campaigns, and the establishment of a dedicated Development Director. It highlights successes in increasing donations from individuals, foundations, and law firms, as well as enhancing public relations and media outreach. The future vision includes a focus on major gifts, endowments, and sustained community engagement.

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Development and Communications

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  1. Development and Communications

  2. History • Late 90’s and early 2000’s: OLAF and board recommendation to do private fundraising • 2001: consultant (Susan Golden) retained to engage volunteers in fundraising and develop fundraising campaign • 2002: consultant (Dennis Dorgan) retained to perform feasibility study for a private bar campaign • 2003: campaign chairs and cabinet created – obvious that staff support was necessary; job posted for development director • 2004: development director hired

  3. Development & Communications Department • Purpose: Project a simple and consistent message for The Legal Aid Society of Cleveland that is directed at clients, community members, law firms, attorneys and sources of unrestricted funds. • Activities: • Development…. • fundraise • recruitment of donors and volunteers • Communications… • communicate Legal Aid’s message and brand • advocacy and education to influence community opinion

  4. Development • Individuals • Foundations • Law Firms/Corporations • Other Special Projects (government grants, partnerships, cy pres, one-time major gifts)

  5. Development Results… • Individuals • Prior to 2004: 50-100 gifts representing $15K- $20Kannually • 2010: 815 gifts representing $160,000 • Future: maintain growth of individual donor base so annual giving is consistently 15-20% of overall active database (currently at 10%); increase focus on major gift solicitation (beginning with $1000+ donors) • Additionally – endowment and planned giving! • Foundations • Prior to 2004: very little activity • 2010: 62 gifts totaling $503,000 • Future: once IOLTA increases and stabilizes, more focus on foundation grants to expand services and for impact work

  6. Development Results… • Law Firms/Corporations • Prior to 2004: very little activity • 2010: 78 gifts totaling $140,000 • Future: focus on corporate giving more than law firms; cultivate law firms via combined individual gift/law firm campaign • Additionally… endowment and planned giving • Other Special Projects (government grants, partnerships)

  7. Communications • Clients • General Community / Public Relations • Media Relations • Government Relations

  8. Communications Results… • Clients • Prior to 2004: good-quality brochures produced in limited quantity; distribution and coordination of message was not consistent between offices/practice groups; design done internally with desktop publishing programs • 2010: public presentations, brochures created with professional designers (translated into Spanish), new website • Future: maintain consistency and increase number of publications so all practice areas are represented • General Community / Public Relations • Prior to 2004: minimal attendance at bar association and other community events; Legal Aid attorneys were not encouraged to be “out and about” • 2010: budget created for community tickets (lunches, meetings); attorneys attend one/event annually; Legal Aid “brand” evident • Future: simply continue

  9. Communications Results… • Media Relations • Prior to 2004: average of 4-8 media mentions annually • 2010: more than 140 media mentions in a variety of medium • Future: continue, but work closely with new Advocacy Committee on targeted media campaigns • Government Relations • Began in 2010: project to educate legislators (state and federal) about Legal Aid • Future: continue and expand

  10. Ideas for OLAF Support & Statewide Collaboration • Statewide “philanthropy audit” or “fundraising/communications analysis” to give programs meaningful feedback on fundraising and communications work • Collaboration on proposals to national foundations for creative/innovative legal services work (with help of grant writer – so not one program is burdened) • Better coordination of statewide messages regarding legal services (ie, “Save the Dream” program not the example) • “Statehouse Day” and “Capitol Hill Day” for Ohio legal services • Someday: consultant support or wealth research for potential statewide operating/endowment campaign • Perhaps: Statewide workgroup focused on fundraising/communications

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