| 10Minutes for a complete board presentation | $3,600Annual TSB cost for a 15-person org | $22KAverage cost of replacing one employee | 600%+ROI if one departure is prevented |
You have done your research. You have found a telemedicine subscription that would give your entire team access to a physician at any hour, unlimited mental health support, dermatology care, nutrition counseling, back care, and expert second opinions — for under $20 per person per month. The case seems obvious to you. And then you remember that you need board approval.
Understanding the Board’s Frame of Reference
Board members typically evaluate benefits investments through two lenses: fiduciary responsibility (Is this a prudent use of resources? Is it sustainable?) and mission alignment (Does this support mission delivery? Does it reflect organizational values?). The most effective board presentations address both frames simultaneously.
The question a board should ask about a benefits investment is not ‘Can we afford this?’ It is ‘Can we afford what happens if we don’t offer this?’ The turnover cost data answers that question clearly.
— Third Sector Benefits, 2026
The 10-Minute Presentation Structure
Minutes 1–2: The Problem Statement
Open with the organizational risk: ‘I want to bring a benefits proposal that addresses one of our highest financial risks: employee turnover. Our sector’s annual turnover rate runs at approximately 19%. For an organization our size, that means we can expect [X] departures per year at $15,000–$25,000 each. I want to show you a $[annual subscription cost] investment that directly addresses this risk.’
Minutes 3–4: The Data
| Data Point | Why It Matters to the Board | Your Organization’s Number |
|---|---|---|
| Annual turnover cost | Quantifies the financial risk the benefit addresses | [Staff count] × 19% × $22,000 average replacement |
| Annual subscription cost | Establishes the investment amount for comparison | [Staff count] × $20 × 12 months |
| ROI if one departure is prevented | Makes the financial case in terms boards understand | ($22,000 saved − subscription) / subscription × 100 = [X]% |
Minutes 5–6: The Solution
‘The proposal is to enroll our [X]-person team in Third Sector Benefits, a telemedicine subscription powered by Teladoc Health. For under $20 per person per month, every team member and their immediate family gets access to: 24/7 physician consultations, unlimited mental health visits, dermatology care within 2 business days, nutrition counseling, back care, and expert second opinions. The total annual cost is $[X]. Enrollment is a single phone call. Access is same-day. There are no contracts or minimums.’
Minutes 7–8: Anticipated Objections — Pre-empt Them
- ‘Is this insurance?’ No. It is a telemedicine subscription — not health insurance, no ACA implications. It works alongside existing coverage or as a standalone benefit.
- ‘What is our administrative burden?’ None. Employees download an app and activate their own accounts. There is no enrollment management, no open enrollment window, and no carrier relationship to maintain.
- ‘What if we need to cancel?’ The subscription is month-to-month. There is no annual contract and no cancellation penalty.
Minutes 9–10: The Motion and Next Steps
‘I am asking the board to approve enrolling our organization in Third Sector Benefits at a total annual cost of $[X]. This can be approved tonight. Enrollment can be completed this week, and the team can have access by [date].’
Handling the Toughest Board Question
‘Shouldn’t we put this money toward programs instead?’ Suggested response: ‘The people who deliver our programs are the programs. When they burn out and leave, we lose program capacity, community relationships, and institutional knowledge that takes years to rebuild. This investment is not competing with program delivery — it is protecting it. The cost of this subscription for a full year is less than the cost of replacing one mid-level staff member.’
Third Sector Benefits — Ready to Help You Make the Board Case
We have helped executive directors navigate board approval processes for nonprofit benefits decisions. We understand the questions boards ask and the framing that works. We are happy to provide a one-page board summary document, an ROI calculation specific to your organization’s size, or a brief that answers the most common board objections — at no cost, as part of your discovery conversation with us.
Let us help you build the case. Visit thirdsectorbenefits.com or contact Eric Snyder at eric@thirdsectorbenefits.com. We will have your board presentation materials ready before your next meeting.
