A Sign Company’s Support for a Cause Hangs in the Balance

EVERY YEAR THE same thing. The artwork for Free & Clear’s annual fundraiser arrived last minute at You-Know Sign Co. in Juneau, AK, followed quickly by a text from Free & Clear’s latest marketing coordinator, “Sooooo sorry you have to save our bacon again! We rely on you and love you!!!” Free & Clear was a local nonprofit organization for drug and alcohol addiction treatment.

Marta Besita, the owner of You-Know Sign, could only shake her head and sigh. For the past 11 years, You-Know had supported Free & Clear by providing signs for the organization’s new treatment facilities, banners and awards for their fundraisers and more. Free & Clear depended on a local design firm for donated services, so naturally the firm procrastinated or simply deprioritized delivering their design files time after time, year after year.

Lately, Marta felt herself edging closer to withdrawing further support — or at least the high level that You-Know consistently offered — and not only, or even mostly, due to the needless rush jobs.

Marta’s brother had been successfully treated at Free & Clear, in the second location to open in Juneau, a dozen years before. Marta met the organization’s executive director at the annual fundraiser gala that year, and shortly thereafter found herself donating the temporary “Coming Soon” signage for location number three.

Over time, Free & Clear expanded operations and its executive director started traveling widely (even internationally) to speak in panel discussions or to accept awards for “treatment models.” As the number of facilities grew, the core group that had been so effective early on spread thin, and eventually some began to leave the organization for various reasons. The pandemic had negatively impacted operations, then the recent strain on employment, wages and staff retention harkened a reduction in effectiveness. After four years, treatment success rates were still declining.

As a consistent donor, Marta watched the developments from the past several years with growing concern. She felt Free & Clear should even consider closing a couple of facilities to return to a more manageable level — an opinion shared by her brother in a recent discussion. But that feeling was not shared by Free & Clear’s executive director or its board.

In fact, once all the collateral material finally trickled in from the donating design firm, Marta saw that some included the copy, “Coming Next Year — Two New Locations!” This meant more large requests loomed just over the horizon. Facility openings always presented the biggest jobs.

On the night of the fundraiser, Marta and her brother attended, as usual. And as usual Marta found herself showered with praise by Free & Clear’s executive members.

After the speeches, which did mention forthcoming new locations, she tried to push the doubts back to the recesses of her mind. Seeing her brother so healthy was certainly something she felt indebted to the NPO for. But then, her reverie was soon checked.

The executive director slid up next to Marta as she sipped from her glass of non-alcoholic wine. Less than a minute of pleasantries later, the director asked Marta about the possibility of creating an “awards wall” at Free & Clear’s executive offices. “We have so many!” he gushed. “And we have no way of displaying all of the awards for maximum impact.”

“Well, we have done award walls for a few companies,” Marta replied, though not with enthusiasm. “But with what’s coming down the pike, I wonder —”

“Oh, good!” the director exclaimed, muscling her response aside with a broad smile. “It’s so reassuring that we can always count on you.”

“That’s not what —”

“Oh! I see Alderwoman Curtis over there,” the director flexed, then pivoted to one side. “Would you please excuse me? I have a couple of very urgent matters to discuss with her.” And just like that, he slipped away through an opening within the group of donors.

“What was that about?” Marta’s brother, having returned, asked her. “Taking even more advantage?”

“I’m not sure,” Marta said to him. “I’m just not sure about any of it anymore.”

Christine A.
Texarkana, TX

Donations are used for marketing purposes, because the donor believes in the mission/values of the particular organization, or for an extremely personal reason like the one listed in the story. Being that there is a personal reason the owner is donating, she needs to share with the director that she is considering withdrawing her support of signage donation to this particular organization. If this were my issue, I would not tell the director I disagree with how the organization is being run. I would simply tell him we can no longer be the main signage donor and offer him a nice discount on all orders going forward instead. It is better not to burn a bridge by bringing politics into matters.

Dave H.
Huntsville, AL

At some point, an arrangement must be declared. Marta should have long ago said something to the effect of, “This is a business. You guys are the charity!” and had a frank conversation about the cost of labor, materials, etc. Surely it wouldn’t be expected to simply have free signage for life any more than it would be to have any other service or product free for life. One good turn deserves another, but just one.

Matt R.
Burlington, NJ

Marta needs to create boundaries with this NPO. I have been in very similar situations where free product is supplied for years with never an offer of payment or reciprocity. A clearly stated conversation with the director and a follow up in writing — explaining that You-Know is a ‘for-profit’ organization (a thing I am required to remind people over the years when they are giving clients free extras) and that they can no longer absorb the expenses of furnishing free labor and materials in an expedited manner — would go a long way. In this climate where every project won is marginal at best, costs need to be covered for freebie donation projects. Creating this honest boundary will yield immediate results. One of our NPO clients even started getting their artwork in earlier. Can you imagine that?

Adam B.
Milwaukee, WI

This process went on way too long. Communication is key and conversations have to be had. It’s especially important for things that feel uncomfortable. They’re uncomfortable for a reason. But both parties have the same goal and that is to help recovering individuals. Through clear communications, clear expectations can be set. Billing for each occurance and adding a “charitable discount” line for each invoice would raise awareness to the potential of full billing at some stage. If this has already been done or was the process in place, we go back to communication. If they don’t have time for discussions and already deliver late designs, a meeting has to be set to vet the issues. The last thing either party wants is to build resentment towards the other. Again, they have the same goals. Secondarily, a diminishing discount over time, year over year is a subtle approach to managing each project. An example might be, the later the designs come in, the less discount applied. The “Pay for Pain” model.

Rose W.
Columbia, SC

At some point I think the free signs need to stop.”

Rocco G.
Pennsauken, NJ

I suppose it depends on a few factors. First, how much is your cost on these donations? Something like a banner is a cheap item and I donate them whenever asked — to actual charities or local government events. An award wall is more expensive in both material costs and time, especially when dealing with a design firm. If nothing else I would let the NPO and design firm know that you will need X weeks to get things done or you won’t have their “stuff” in time. I would double the time that’s really needed because of their tendency to give you artwork at the last minute. Before they even send you the design, let them know your lead-time requirements with a drop-dead date. Having extra time for a charity project makes it much less stressful, even if it is personally important to you. They need to be trained to give you enough time. Otherwise, you’ll continue to be their personal, unpaid, miracle worker.

Mike S.
Glendale, AZ

I would sit down with my bookkeeper and find out what the sweet spot is for my donation write-offs. Once I know that number I would set a meeting with the director and let them know how much I would be willing to donate in dollars. Anything above that number would be invoiced on a 30-day account until the next year, at which time there would be the same type of [arrangement considered].