Gifts and rewards

The giving and receiving of gifts and rewards should be covered in your policies and code of conduct so that everyone is clear on what is acceptable and when this is appropriate. 

The giving of gifts as rewards may be used to support positive behaviour or recognise particular achievements. They can also be healthy expressions of appreciation and care in relational communities. However, there are some safeguarding implications for gift-giving, so careful consideration is needed to decide what is right and safe for your context. 

Consider: 

• Gifts and rewards can reinforce power imbalances between workers and community members, particularly if your organisation is providing resources that people need. 
• Giving and receiving personal gifts can blur boundaries. Clear, healthy boundaries are important for creating safer cultures. 
• Giving gifts and rewards can be perceived as favouritism, bribery or grooming. 
• If there aren’t clear guidelines around gift-giving, it is harder to identify if a worker is engaging in unsafe, grooming behaviour. 
• Gifts can be used or perceived as manipulation or to gain compliance. 
• Gift-giving can have different meanings in different cultures, so it is important to be aware of the implications for your community. 
• In faith communities, financial giving may carry additional safeguarding risks. These include coercion, spiritual abuse, and undue influence - particularly where individuals may feel pressured to give as a demonstration of faith or loyalty. It is essential to consider whether a person might lack the mental capacity to make financial decisions freely and without manipulation. 
• Unmonitored or informal gift-giving, especially involving older or vulnerable adults, can create opportunities for financial or elder abuse. Without clear oversight, individuals may be exploited or persuaded to give beyond their means. 

Workers should: 

• Ensure that any gifts are given openly and fairly and that criteria for receiving rewards are transparent and objective. 
• Be free to accept gifts as tokens of thanks and appreciation or on special occasions, but not to receive gifts on a regular basis or of any significant value. 
• Know when to notify an appropriate leader / line manager in the organisation if there are concerns about the value of a gift or whether an individual had capacity when making the decision to give, or if there are signs of coercion or undue influence.