Here’s the conundrum I have heard a few (hundred) times.
“Joan, my board does not fundraise. As I see it, the only way to hold them accountable for doing it is to have a give / get policy. But here’s the rub. The board that doesn’t want to fundraise has to vote on a policy that requires them to fundraise. We have to require it through a policy that each member has to give and get. Will this board, which doesn’t see fundraising as a priority, vote IN FAVOR of this policy? Who am I kidding?”
The conversation, evolution, and the shift to a board that sees itself as increasing resources (human and financial) for the organization is not like a switch you flip. It is about changing the culture of your board.
Want my opinion about why a policy is important? (If you didn’t, I guess you wouldn’t be reading?)
Your board needs a give / get policy. It makes an important statement about a key responsibility of board members. It sends a message about how seriously you expect board members to take that responsibility.
I can hear many of you pushing back on me with fears of limiting recruitment efforts and thwarting efforts to diversify your board in all sorts of ways.
Please bear with me. I hear you.
Let’s start at the very beginning. (Fraulein Maria says this is a very good place to start.)
WHAT IS A GIVE/GET POLICY
It is a policy that a board votes on to require each board member to make a contribution (hence, “give”) and to seek donors and sponsors (or “get”). The total amount of money is determined, which influences the amount given and the amount raised.
WHY HAVE ONE?
My comment above is worth repeating. It is vital that board members understand that one of their core responsibilities is to grow the financial resources for the work you all care so much about. They must understand that they are ambassadors who are in the business of inviting people to learn and do more for the mission.
A policy, made clear to all board prospects, sends a critical message that development work is a core responsibility. Far too often, we soft pedal this responsibility out of fear that the prospect will say no. (Note: Let them say no because they are not right for you.)
I know, I know. Many organizations don’t have one. They can’t get the board to vote yes. Or worse still, board members will claim that a give/get policy thwarts the ability to recruit diverse members. (More on that in a minute.)
HOW POLICIES TYPICALLY PLAY OUT
Here are four ways a give/get can play out.
Let’s say that the board votes on a $10,000 give/get for each board member.
ONE
The organization cares only about the total. A person secures a table at the gala for $10,000. They give zero of their own dollars. Their commitment is fulfilled.
TWO
The organization strongly encourages a gift that qualifies as a major donor gift (let’s say $1,500) and then looks to the board member to identify the rest to get to $10K
THREE
The organization asks every board member to give a gift that is meaningful to them, and then board members work with development to identify the rest.
FOUR
A board member joins and plunks down a $10K check.
Which of these ways presents the best opportunity for your nonprofit?
Let’s start with the board members who are least likely to support the give/get campaign?
1. A board member who has no personal skin in the game. When someone asks this board member if they personally donate, they are not able to say yes.
2. A board member who does not have a lot of incentive to go out and spread the good word to friends, colleagues, and relatives to reach the goal.
3. If engaging with a prospect, a board member who cannot say the two most powerful words in fundraising, “Join me!”
4. A board member “bought” their seat on the board. It can often be more of a power play than a mission play. There are indeed exceptions when this board member leverages this gift to bring in more prospects and exceeds the $10,000.
5. This is the trickiest one and the one that causes all kinds of trouble. When a ‘give’ is set at an amount that a great prospect can’t reach, for whatever reason. When a board prospect has limited capacity to give, either the prospect is passed over or let off the hook. This creates a certain inequity on your board. The same is true with the ‘get’ part, but stay with me. I have an idea.
You are looking to get to the place where all board members give meaningfully (meaningfully for THEM). Influence them into becoming ambassadors who invite more folks to know and do more for the organization.
GETTING YOUR BOARD ON BOARD
TIME TO REVISIT THE RECRUITMENT SCRIPT
Be honest and transparent. Part of the board members’ obligation is to grow resources. Tell prospects that while you do not currently have a give/get policy, the discussion is alive and well.
Be clear that when the policy is complete and approved, no prospect will be required to be affluent or to know rich people, but all board members will understand their role as enthusiastic ambassadors expected to invite people to know and do more for the organization.
Explain that each board member will be expected to make a financial contribution to the organization that is meaningful to them. It should be clear that their financial contribution is one of the top three gifts they give to any charity each year.
EDUCATE YOUR BOARD
Boards are stronger and govern more in alignment with the mission when there are diverse folks at the table, especially folks who represent the communities you serve. That was easy to write, but so complex when it comes to execution.
If all board members are required to give the same amount, you create a kind of tier that is very problematic. Like this, “Well, if we want to add diverse board members, they may not be able to give.” We live in a world with structural inequity. So ask everyone to give something that they feel is meaningful — this builds equity and enables every board member to say those two key words in fundraising: “JOIN ME.”
CREATE OPPORTUNITIES FOR ALL BOARD MEMBERS TO REACH THE “GET”
Development staff, who are historically overworked, have a tendency to complain that boards are not raising enough money. If we can all remember that development is a team sport, then the dynamics change.
The single best opportunity that can potentially solve this? A cultivation or stewardship program. Have the development committee of the board work with staff to develop a portfolio of current donors (some who are upgrade prospects), with 4-5 given to each board member. Provide stories, videos, and articles (you should be doing this for your board anyway) to your board members to share with their donors. Offer them strategies for getting a coffee meeting, not to ask for funds, but to nurture.
I’m a donor to a variety of organizations, and the vast majority of these nonprofits hit me up at renewal time. But if I had a board steward, I would think (a) board and staff are working together, (b) board members are doing their jobs, and (c) wow, I know a lot more than I did when I gave last year…. Time for renewal?
Ask the steward to make the renewal ask and have it count toward their get portion. Maybe the steward will see upgrade potential, and the board member and a staff member can make the upgrade ask together!
WORK BEHIND THE SCENES WITH YOUR BOARD (BEFORE ANY BOARD DISCUSSION)
One poorly planned discussion on this topic can set you back years.
You must get your ducks in a row, and you need allies on the board to be on your team about this. If you have a great Development chair, you’re in a good place to begin this journey. With ducks and allies, you can begin to plant the idea one-on-one with key board members, especially members who might be more challenging to get to “yes.”
It may take a while, but you want to build on each discussion, getting board members closer and closer to the vote that makes the most sense.
Also, worry less about the total amount because once you vote on the policy, you can go back and adjust the amount (especially if board members are hitting or exceeding it). But do shoot for something that feels a bit ambitious.
Once you get the vote, please don’t forget to provide Recruitment / Nominations with the talking points they need to make sure you are getting the right people on the bus. They should be people who understand what the role is and how development is indeed a team sport.
