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Art Borden is Director of Planned Giving at Eastern Mennonite
University. Now 81 years of age, Art enjoyed a long
and varied career before entering the field of planned giving
at age 60. Here he shares with Give & Take how his
innovative approach to fund raising has given his donors
new and exciting opportunities to achieve their philanthropic
goals.
Give & Take: How did you become involved with
gift planning?
Art Borden: Planned giving is my sixth career. I spent
much of my working life in Latin America, from my
time as a pastor in Venezuela in 1957 to my position
as a representative of the Puerto Rican government in
the 1970s. I also worked for a number of years with the
American Bible Society, both in Latin America and in
New York. In 1981, I became president of the Evangelical
Council for Financial Accountability, a position I
held for nine years.
When I turned 60, I reached a point where I still
wanted to do something useful, but I no longer wanted to
deal with the responsibilities and pressures of being in
charge. That’s when I got the call to work with the American
Bible Society for a third time, this time in planned
giving.
I was hired as a field representative, and eventually
I supervised up to 10 other representatives across the
country. At age 73, I took a part-time position with the
Virginia Mennonite Retirement Community, where I was
asked to start and develop a planned giving program.
When I was 77, I assumed my current role of Director of
Planned Giving at Eastern Mennonite University.
G&T: Can you tell me about your virtual
endowment program?
Borden: The concept of a virtual endowment can be
useful in encouraging both current and future gifts. A
virtual endowment may enable donors to fulfill their
desire to make a significant gift that might otherwise
have to be postponed for economic reasons.
Here’s how it can work: Suppose a donor informs you
that he would like to establish an endowment benefiting
your institution through his will. Normally, no one
would be able to benefit from this endowment until after
it is funded, which in this case would be after the donor’s
death. The donor would like to see the impact his gift will
have, but he does not feel he can fund the endowment in
his lifetime. By funding a “virtual” endowment, the donor
may commit to donating a certain amount, say $1,000
per year, equal to the income that his fully funded endowment
would have supplied.
In this way, the charitable
recipient can begin to benefit
from the donor’s intention to
fund the endowment.
At Eastern Mennonite
University, we allow donors
to use this concept to fund
a named endowment with
less than the normally
required amount. For instance, a donor may establish a
named endowment with EMU for a minimum of $50,000.
The virtual endowment allows a donor to create a named
endowment with only $10,000 plus a yearly gift. This
permits the university to provide scholarships even before
the entire endowment is funded. The donor then funds
the endowment over a period of time or through an estate
commitment.
We are in discussion with some donors to use the
income generated by a gift annuity or a charitable
remainder trust to create a virtual endowment. I just met
with a couple who have established a named endowment
through their will. They are considering making annual
gifts to support the purpose of the endowment, which is
a named scholarship, while funding the endowment over
time using the income from a charitable remainder trust.
As soon as their endowment reaches $10,000, we’ll be
able to use the income generated to support the purpose
as well.
Here’s another little twist: If a donor regularly gives
you $1,000 per year, you could provide him or her with
an idea of a way to make that gift perpetually. An endowment
of $20,000 given now or through estate plans should
generate at least $1,000 per year for the foreseeable
future.
With the virtual endowment, if a donor is planning a
gift through his will, you can help him find a way to give
now. If a donor regularly makes annual gifts, you can
encourage him to set up an endowment so that his annual
contributions will continue far into the future.
One of our donors has established a named endowed
scholarship to be funded through her estate. We suggested
that she not wait for the endowment to be funded,
but instead start enjoying benefiting students now. The
donor is giving EMU $1,000 per year to aid students as
if it were a grant from the endowment. The donor is also
planning to fund the endowment with at least $10,000 so
that additional grants can be made before the endowment is fully funded through the estate. The first grant will be awarded this
next school year.
G&T: How do you communicate with your donors?
Borden: Sharpe helps us produce our planned giving newsletter, which
we send out twice per year. In addition, we mail birthday letters to all
donors 65 and older for whom we have birthdates on file. But we don’t
send the letters on their birthdays. Instead, we mail them six months
ahead and include specific illustrations on the benefits and payment
rates they could expect from a gift annuity made at their current age.
We’ve enjoyed significant response from these efforts.
We also have a legacy society to honor those who have included EMU
in their estate plans. Every year in August, we send members a letter
signed by the university president thanking them for their future gift.
This effort goes a long way toward sustaining and strengthening the special
relationship we have with these donors.
G&T: What do you like best about working in planned giving?
Borden: I always say that my job is not to ask people for money. My
role is to give people an opportunity to serve others with the resources
that have been provided to them. The key to being an effective gift
planner is to listen, ask questions, and then listen some more. I try to
keep my ears open and my mind alert to what might be of interest to
my donors.
Planned gifts, and especially split-interest gifts, allow donors to give
more than otherwise could have been possible so they can make a lasting
impression on the future.
‘Virtual’ Endowments Contribute to Rise in Giving
In 2009, a year in which private
donations to higher education
dropped by almost 12%, giving
to Cornell University grew a
remarkable 9%. Cornell raised
almost $447 million last year,
more than any other university
except Harvard and Stanford,
and was the only university
among the top 10 university
fundraisers to report an increase
in giving.
Part of that success can be
attributed to a strategy that
allows for ‘virtual’ endowments,
a way for donors to fulfill
endowed gift commitments that
had become less practical in
many cases to fund during the
economic downturn. According
to Charlie Phlegar, vice president
for alumni affairs and development
at Cornell, “We worked
with many of our donors to see
if they would fund current-use
money as if the endowment
were in place until they felt comfortable
that the markets had
stabilized and would be able to
fund their commitments.”
Now that the economy is
rebounding, Phlegar and his staff
are continuing this approach
with donors by asking for new
endowed commitments supplemented
by current-use annual
fund gifts. According to Phlegar,
“This is really nothing new. It’s
something that made economic
sense in the down economy,
and I think it’s made us better
professionals.” |
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