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GIVING 'TIL IT HURTS<i>Developing a Firm Giving Policy</i>

By Bruce W. Marcus
August 28, 2008

There is no firm in business today that isn't inundated regularly by requests for contributions, whether they are for charitable, community or political causes. For the community-minded firm, the requests can be overwhelming, as is the feeling that you do indeed want to help the organization requesting your help. But how can you serve your community ' and frequently, your firm ' without hurting your own firm's budget and community relations? You can say yes too often and dissipate your budget and your firm's time and energy, but how do you say no without seeming to be coldhearted and indifferent to community or charitable needs?

The array of charitable and political requests is vast, and puts many a firm in the position of having to make painful decisions about each request. A firm giving policy can help. It serves to depersonalize the process, without diminishing its value, and is understood by most professional fund raisers. A firm policy defines, as well, the role and limits of individual activities performed under the firm's aegis. At the same time, it should be remembered that firm giving is, in many respects, a marketing decision.

A well-defined ' and written ' firm policy clearly delineates the firm's contribution practices, including the budget. By having it set forth in writing, it is then the policy, and not the management of the firm, that's accepting or declining requests for contributions. It enables you to say: 'We'd love to contribute, but it's beyond our budget for contributions,' or: 'We'd love to help, but our firm giving policy has limited the causes to which we're able to contribute. Try us again next year.'

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