Board Giving: How Much?

“How much should a board member be required to give?”

It’s a question I receive fairly often when working with all types and sizes of organizations. The short answer – it depends on your board culture.

My personal preference is not to set an amount, but ask each board member to make their best gift. If they are serving on your board, it is not unreasonable to expect to be in their top three gifts.

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Two ways to approach it with your board:

Their Best Gift
Board members should feel strongly – even passionately – about your organization’s mission. Therefore, they should want to make their best gift to help you accomplish that mission. Through their perspective as a board member, they know how much money you need to make a difference and their passion should translate into a gift that makes the biggest difference possible.

Caring How it is Used
A key responsibility of a board member is the fiscal health of the organization. Board members who have made a personally significant best gift, will feel ownership of how donated funds are used. As they monitor the fiscal activities of your organization, they will see their gift at work. This allows them to shift from an “advisory” role where they are watching over other people’s money to a “service” role where they have a stake in your progress.

I would be remiss if I didn’t mention minimum gift levels. I’m not opposed to them in all situations. Many organizations have a culture that supports that approach. If it’s working for your nonprofit, stick with it. However, if you have a minimum amount but most board members aren’t giving it, it’s time to reevaluate your approach.

Board giving is a critically important topic for every nonprofit. After all, it is easier to ask other people to join you in making a difference – rather than just asking them to do it. Now is the perfect time to discuss your board giving and take action to improve it.

If you need help with your board giving plan, contact us today and we can discuss how we can help.

Board Giving: Does Corporate Giving ‘Count’?

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One question that seems to always come up when working with an organization is ‘does corporate giving count as a board members gift?’ Like most fundraising questions, the answer is it depends. Since that doesn’t help with real-life situations, let’s expand on that.

One BoardSource certified trainer I’ve worked with taught that corporate gifts don’t count for board giving. That answer seems too absolute to me. I think it comes down to two variables:

  1. How the board member was recruited.
    We often ask our large corporate donors to put someone on our board. Sometimes we get a board member who is completely committed to our mission and sometimes we get a board member who is there because they were “voluntold” (one of my least favorite made-up words). When they are recruited to represent a company, it can be unrealistic to also expect them to be personally committed and make a personal gift (with no cultivation).
  2. How expectations were articulated to them.
    If the board expectations (which should be discussed with all new board members) aren’t explicit on the difference in a personal gift and a corporate gift, we can’t determine that arbitrarily. Any changes would need to be discussed and adopted by the board as a whole (including that person).

Don’t forget, with any board member there is opportunity for cultivation. That applies to personal and corporate giving. If they represent their company and don’t give personally, it might be because they were never shown how that makes a difference and asked. Many times we just expect board members to give because they are required to do so and forget that they need to see the mission in action and be invited to invest. In some cases, board members need special cultivation because we spend so much time telling them how financially successful we are, they might not see how their support will make a difference.

By now you probably know my favorite response is it depends, because in fundraising – and most things, really – talking in absolutes should be avoided when possible. Statements like ‘Board members should always’ or ‘board members should never’ don’t allow consideration of the many factors that can impact a situation. A more diplomatic way to state it might be, ‘best practice in this area is …’ or ‘BoardSource recommends…’ then ask why that may or may not work in your specific situation.