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Since I belong to a large congregation that is known to be more racially diverse, people I work with in other congregations often ask me what the keys are to growing their own diversity. This is especially challenging to people who are in predominantly white communities. I am not a diversity consultant or expert (and I am a middle aged white guy!), yet I do think the one thing we can all do, everywhere, is to work on changing ourselves first. That means learning about and practicing anti-racism.

I think this is also true with stewardship. Those frustrated volunteers (and sometimes staff members!) who cannot understand why pledging levels do not change – no matter what they do – can work on themselves first. If they have not done so already, they might examine their own giving and find a level which they feel is generous and honors their engagement in the congregation’s mission. After that, they might be supported with fresh energy through guidance, education, and inspiration from new and positive sources of stewardship ideas. And coming to appreciate that the rest of the congregation has very different levels of economic capacity, motivation, and knowledge about financial giving will help shift the concern from:

• Getting them to change, to
• Transforming us

Some people may feel that not pressuring, provoking guilt, leveraging cultural pressure or a specific prophet’s teachings, nor forcing – is weak. That is taking the easy way out, isn’t practical, feels good but won’t work, allows people to avoid the inevitable (they have to give a lot more money), and will leave “money on the table.”

Yet transforming us around stewardship is ultimately more challenging. First of all there is the challenge of how you actually do that. What does it look like? How do you measure change (aside from with raw numbers)? Then if there is a change how can you attribute it to something so subtle? Let’s start with this: We have to be more caring, trusting, inspiring, and inviting. We have to raise our heads up from the budget or the pledge numbers and be willing to be in relationship.

This will require us, as leaders, to embody a different approach to stewardship. What we do may look similar; we might still have testimonials, and one-on-one conversations, publish a brochure, do mailings, provide financial information, and put out a financial commitment form. Yet our changed underlying approach will suffuse the annual budget drive with collective concern and not create divisions between parts of the congregation. This is our shared endeavor, not we few trying to get you all to respond. In fact, we may have even more of a congregational focus on stewardship; have a greater sense of urgency about it. Yet it will build trust and ownership of the congregation. This takes a new discipline, self-awareness, and sensitivity.

And it requires us to look at our congregations more holistically. As people I have worked with are used to me saying, “Stewardship affects everything and everything affects stewardship.” If your board is in conflict or there are serious problems in other areas of the congregation, a pledge drive uses pressure and trying to corner people into giving may be enable you to muscle your way through the drive. However, if you are going to embrace stewardship in relationship, in community, then things will need to be well-aligned, or at least honestly worked-on. Without that, the inspiration to give and boldness in giving cannot grow.

This is a vision of sustainability in stewardship, where the leaders do not burn out or become cynical. This is a chance for us all to grow together – individually and collectively. And with this opening and invitation, more people will want to participate, so our capacity to implement our congregational missions may grow as well.

We want our congregations to be welcoming to people of all ages, genders, races, sexual orientation, and economic levels. Our congregations may be Welcoming of LBGT people and handicapped accessible. Yet if we are giving people either specific financial amounts or no guidance about that we expect them to contribute, we are excluding people. They either cannot give at that specific level, or if they are not told something may fear they will not be able to afford whatever the expectation turns out to be.

The Suggested Fair Share Giving Guide (SFSGG) allows people to find their own capacity to give and to determine what level of giving they want to reach for. This means that a very low income person can find themselves on the chart and know that they are being just as generous, with their own level of financial resources, as the wealthiest person in the congregation. There is perhaps nowhere else in America where a very low income person and a very wealthy person can give at the same level. The Guide can allow your congregation to be such a place.

Let me give you a concrete example. If you were going to have a “Leadership Givers Event” next month, how would you know who to invite? Most congregations would take a list of members, sorted by financial contribution, and invite the top dollar amount givers. That is not a bad thing to do, because you know who those people are – you can identify them easily. And based on the amount they give, you can presume a fairly high level of dedication to the congregation and its mission. Those are folks you want to gather and talk to. However, you are missing an opportunity to invite people who may be just as dedicated to the congregation, and are giving just as generously, yet their resources are more limited. Some of those lower income people may actually be stretching themselves more – and feeling it more strongly – than the higher income folks.

If a good number of people in the congregation use the Guide, and are willing to indicate that they do by their own self-report, you will have a better idea of who is being generous to the congregation. And in this instance, their level of financial resources will not divide out people who have more resources from people who have less.

Using the Suggested Fair Share Giving Guide, you can provide an environment where congregants can stand together – low, median, and high income. All are welcome, all can feel that they contribute their share, all can feel generous for their own financial contributions. Imagine a leadership givers’ event that includes more than the usual members; it might include people from all socio-economic levels, yet who are dedicated and generous in relation to their own capacity. Now that is economic justice lived in our own congregation!

If you have worked with me as a consultant to your congregation, or you have been in a workshop with me at General Assembly, you probably know that I am quite fond of the Suggested Fair Share Giving Guide (SFSGG). In fact I consider it an important economic justice and welcoming document.

Many congregations struggle with getting people to use the SFSGG. They hand it out, include it in mailings, add it to their brochures (usually in very small print) – yet people do not seem to use it. Or they use it for a yearly cycle or two and then let it fall into disuse.

I often find that in some congregations only part of the Guide is used, usually the part that is a grid-chart. And congregations sometimes edit the SFSGG so that the income amounts are lower, or they do not include the highest percentage levels. They do this because they assume that people do not have those resources, or that they would never give at those percentage levels, or that they would be offended at even the suggestion that they would give that much. Perhaps they personally object to some piece of language on the chart. Or they may think that someone is trying to impose specific giving levels on them – i.e. the Guide is designed to get more money out of unsuspecting people. Some people may even think (incorrectly!) that they are revealing personal financial information if they use the Guide. Actually it is a personal tool and no one else need ever see it, nor can deduce what was on it.

I find all of this to be sad – and a missed opportunity because, if used well, the SFSGG is wonderful. Here is what I have learned about its use:

• People will not use the Guide unless someone walks them through how it is used, with an actual example. Usually the person explaining it has used it and tells something about how they use it themselves. Generally no one wants to be told what to do, yet people are usually interested in someone else’s authentic story.
• There are two parts to the Guide – the grid chart part and the “Determining Your Income” part. Without both parts, it is not really “fair.” If you just include the chart, people may balk at it, and may have good reason to. When you use the “Determining Your Income”, you can account for resources and challenges that make the chart section of the Guide more reasonable.
• Editing the chart to protect your members, adapt to what you consider local levels of poverty or wealth, or because you do not think people are already giving at those levels will not help. In most cases this indicates that the SFSGG is not well enough understood.

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