The Naming Opportunity That Exceeds Policy
A community health center is raising $3 million for a new dental clinic. A longtime donor has given $10,000 annually for six years and has an estimated capacity of $250,000. During a site visit she says she will give $100,000 if the clinic names the waiting room after her late husband. The gift acceptance policy says naming opportunities begin at $500,000 and require board approval; no exceptions are listed. The clinic needs $400,000 to close the campaign before a grant deadline. The CEO wants to say yes immediately. The donor has not been asked for a specific amount yet.
1. How should the gift officer respond in the meeting and structure the next solicitation step?
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Acknowledge the gift's meaning and the donor's generosity before discussing terms. Reflect back what naming her late husband would represent. Do not accept the condition on the spot, even under campaign pressure. Explain that naming requires board approval under the gift acceptance policy, and that you want to explore options that honor her intent.
Ask open questions: what would the recognition mean to her family, whether a named program or plaque could meet the same need, and whether a multiyear pledge is possible. After the meeting, consult the CEO, finance, and the board's gift acceptance process. Prepare written options: a $100,000 gift with recognition below the naming threshold if policy allows; a pledge toward the $500,000 naming level; or a board-approved exception with a documented rationale. The next step is a follow-up conversation with approved options, not an informal promise.
2. What should staff present to the board, and what ethical and accountability issues should frame the decision?
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Present the policy, the donor's stated intent, the campaign gap, the precedent risk, and the available options. The board should decide whether to amend policy prospectively or approve a one-time exception with conflict-of-interest review and consistent criteria. Staff should not let the grant deadline become the reason to bypass governance.
Ethically, the organization must not promise recognition it cannot deliver, and it must not accept a restricted naming gift without proper approval. If an exception is granted, document the rationale, the donor agreement, and any future policy change. If not, offer alternative recognition and continue the relationship. The CEO's immediate yes would improperly bind the organization and should be reframed as enthusiasm to explore, not acceptance.