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:
- 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).
- 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.