Your board members are some of the most important fundraisers your nonprofit has. But without a clear policy in place, their role in fundraising stays vague, expectations stay unspoken, and money gets left on the table every single year.
That’s where a give-or-get policy comes in. It holds board members accountable to a specific financial commitment, whether they’re writing a check themselves or rallying others to do it. It’s one of the most practical tools a nonprofit can use to build a culture of giving from the top down.
Getting the language right matters more than most organizations realize. A policy that’s too rigid pushes away passionate volunteers. One that’s too loose gets ignored. The three samples below give you ready-to-use options crafted for different organizational sizes and cultures, so you can find the one that fits yours.
Give-Or-Get Policy Samples
A strong give-or-get policy does more than set a dollar amount. It communicates your values, sets clear expectations, and creates accountability without making board service feel transactional. Here are three polished, ready-to-use samples you can adopt, adapt, or draw from as you build your own.
1. Straightforward Give-Or-Get Policy for Small Nonprofits
Board Member Fundraising Commitment Policy
Each member of the Board of Directors is expected to make a personal financial contribution to [Organization Name] each fiscal year. This contribution may take the form of a direct personal gift, funds raised from the board member’s personal and professional network, or a combination of both.
The minimum annual commitment for each board member is $1,000, which must be fulfilled by [Date] of each fiscal year.
Board members who choose to fulfill their commitment through fundraising are responsible for identifying, cultivating, and soliciting donors on behalf of [Organization Name]. All funds raised must be directed through official organizational channels and documented accordingly.
New board members are expected to meet a prorated commitment based on their start date during their first year of service.
The Executive Director and Board Chair will review each board member’s progress at the midpoint of the fiscal year and again at the close. Board members who have not met their commitment by the fiscal year deadline will be asked to meet with the Board Chair to discuss their continued service.
This policy does not supersede individual board members’ right to request a hardship waiver. Requests must be submitted in writing to the Board Chair no later than 60 days before the fiscal year closes. Approved waivers are confidential and granted at the sole discretion of the Board Chair in consultation with the Executive Director.
Participation in this policy is a condition of board membership and is reviewed annually as part of the board self-assessment process.
2. Tiered Give-Or-Get Policy for Mid-Size Nonprofits
Board of Directors Annual Fundraising Commitment Policy
[Organization Name] depends on the leadership and generosity of its board to sustain and grow its mission. In recognition of this, all board members are required to fulfill an annual give-or-get commitment as outlined in this policy.
Commitment Tiers
Board members are assigned to one of two tiers based on their role and tenure:
| Board Role | Minimum Annual Give-Or-Get |
|---|---|
| Board Chair | $10,000 |
| Committee Chairs and Officers | $5,000 |
| General Board Members | $2,500 |
| First-Year Board Members | $1,000 |
Each board member may fulfill their commitment through any combination of the following:
- Personal giving: A direct financial contribution to [Organization Name]
- Fundraising: Gifts solicited from individuals, foundations, or corporations in the board member’s network
- In-kind contributions: Goods or services with a verified market value, subject to approval by the Executive Director (in-kind fulfillment may not exceed 25% of a board member’s total commitment)
Reporting and Accountability
Each board member is responsible for tracking and reporting their fundraising activity using [Organization Name]’s standard gift tracking system. A progress update will be shared confidentially with each board member at the mid-year board meeting.
Board members who are on track to fall short of their commitment are encouraged to notify the Board Chair as early as possible so that additional support or resources can be provided.
Failure to Meet Commitment
Board members who do not fulfill their give-or-get commitment by the fiscal year deadline will be asked to participate in a formal review process with the Governance Committee. Outcomes of this review may include an adjusted commitment plan, a leave of absence, or resignation from the board, at the committee’s discretion.
Hardship and Exception Requests
[Organization Name] recognizes that personal and financial circumstances can change. Board members may submit a written request for a reduced commitment or temporary exemption to the Board Chair. All requests are reviewed confidentially. Approved exceptions are not disclosed to the full board.
This policy is reviewed annually by the Governance Committee and updated as needed.
3. Values-Forward Give-Or-Get Policy for Established Nonprofits
Board Fundraising Partnership Policy
At [Organization Name], we believe that board leadership and philanthropic commitment go hand in hand. This policy reflects our shared understanding that every board member plays an active role in advancing our financial sustainability.
Our Expectation
Every board member commits to an annual give-or-get of no less than $5,000. This commitment represents the minimum threshold for full participation in board leadership and does not reflect a ceiling. Board members are encouraged to give and engage at the highest level their circumstances allow.
How the Commitment Can Be Fulfilled
Board members have the flexibility to meet their commitment in the way that works best for them:
- A personal gift of any size directed to [Organization Name]’s operating fund, a restricted fund, or a current campaign
- Fundraised gifts secured from contacts in the board member’s professional, civic, or personal network
- Event leadership, including hosting, sponsoring, or securing table sales for [Organization Name]’s signature events, with all proceeds counted toward the board member’s give-or-get
- A blended approach combining any of the above
All gifts raised on behalf of the organization must be processed through [Organization Name]’s development office to ensure proper acknowledgment, tracking, and donor stewardship.
Timing
The annual give-or-get cycle runs from [Start Date] to [End Date]. Board members are encouraged to make or initiate their gift no later than the first quarter of the fiscal year to model early momentum for the organization’s overall development calendar.
Accountability
The Vice Chair of Development will provide each board member with a private, written update on their give-or-get progress at the mid-year point. Board members who are falling short are encouraged to connect with the Vice Chair of Development or Executive Director for additional coaching or introductions.
New and Departing Board Members
Board members joining mid-year will have their commitment prorated to reflect their months of service. Board members who depart mid-year are expected to fulfill a prorated share of their commitment unless otherwise agreed upon with the Board Chair.
Exceptions and Waivers
Board members facing extenuating financial circumstances may request a waiver or reduction in writing. Requests are reviewed confidentially by the Board Chair and Executive Director. Approved waivers are noted in board records without disclosure to the full board.
Policy Review
This policy is reviewed annually by the Executive Committee in consultation with the full board. Changes take effect at the start of the following fiscal year.
Wrapping Up
A give-or-get policy is only as powerful as the culture behind it. The right sample gets you started, but what makes it stick is how your board talks about it, owns it, and lives it out. Pick the version that fits where your organization is right now, and revisit it every year as your board and your mission grow.
Start with clarity, lead with trust, and hold the line with consistency. That combination turns a one-page policy into a genuine fundraising engine your whole board can be proud of.