The Case for "Give or Get"

The Board of Directors for many nonprofit organizations establish a “Give or Get” policy for board members. That means each board member either gives the goal amount, they raise it from others, or a combination of the two.

Many other nonprofit organizations elect not to establish a required minimum amount that each board member is expected to contribute to the organization either by giving or getting. The reasons advanced are primarily founded upon a commitment to Diversity, Equity, and Inclusion at the board level. There is a concern that a minimum give or get amount will deter persons of limited means from board service, thereby depriving the organization of the knowledge and wisdom that can be contributed by clients, community activists and others with relevant lived experience.

I understand that as a first reaction but, in my mind, after reflection, to continue to embrace that attitude is a disservice to those such an approach is intended to protect. While individuals of limited means may not be able to personally meet that minimum goal, that does not mean that they are not able and willing to tap their networks – employers, workmates, church connections, family members, etc. – to generate support for the mission. Every board member should be prepared to do the same.

That being said, it is critical that the time-honored approach of sending board members out to “get a donation” or “sell a ticket” must be retired. That approach only leads to “trading money” as one board member hits up a friend with the expectation that friend will come back for a similar contribution.

Every nonprofit organization has a responsibility to prepare its board members to be successful in the Development effort. Unless the board member is involved in sales in their work life, most board members will struggle to know how to start. Regular training on effective techniques designed to “develop” connection to the organization is essential. Consistent staff support is equally important.

Working with each board member to identify individuals or organizations in their network with the capacity, inclination, and affinity (CIA) to give is a great way to start. Develop a plan together for cultivating each prospect over a defined period of time and a related timeline. A good donor management platform can be set up to send reminders to ensure that they don’t get behind on their plan; if that is not in place, the staff development team should send those reminders. A debrief after each contact will give each board member valuable feedback and encouragement that will strengthen their confidence.