Customer service-Is this a nonprofit priority?

How do you measure customer service? Can a nonprofit organization, college or university use the same processes that a retail business would use?

 Nonprofits are increasingly asked to focus on the people they serve. This is not news. So many employees, volunteers, board members and executives at nonprofits are all about the people they serve. They are passionate, compassionate, committed, and resourceful.

But how do people who are “served” actually feel about the “service” they receive? That’s something that donors and funders often want to know. “Customer service” is also critical to management and board leadership: they want to know how well the organization is delivering on its mission and vision, and where improvements are needed.

And, let’s be clear – customer service is of critical importance to people who are “served” by nonprofits. Many times organizations do the best they can with the resources available to them. But what if that’s not good enough? And who decides?

To learn more we talked with Lewis Rambo, PhD. “Typical customer service propositions for firms like Target, Walmart, Macy’s, Amazon, and countless other “brick and mortar,” and Internet-based merchandisers are fairly straightforward. But many nonprofits – including colleges and universities – have missions that are complex and often underfunded.” That’s how he began our conversation. Rambo should know, his experience includes years of helping organizations with the challenges of reframing their visions and changing their cultures.

“Higher education – for example – is increasingly asked to improve its customer service. However, a college or university is not a retail outlet. Because of this it is important that higher education host strategic conversations among their many stakeholders in order to arrive at a common understanding of exactly what “customer service” really means for students, administrators, faculty, staff, parents, and the countless other members of the broader community of stakeholders who have both realistic and unrealistic expectations of the institution.”

He continued, with this example, “The missions of educational institutions are often dauntingly complex. They often pit admission requirements, mandated programs of study, required courses, examinations, and the legally determined responsibility as ‘In loco parentis,’ to name just a few; against launching a set of ‘one size fits all’ initiatives to try to ‘super please’ its many different ‘customers.’”

Rambo encourages institutions to “discuss the undiscussable.” That means encouraging the many constituents of an organization to express their ideas, concerns, fears, biases, and experiences prior to launching a customer service program. This can help the process of defining customer service benchmarks. Without this you may end up measuring the “wrong” benchmarks, or trying to satisfy a constituency whose satisfaction can only be measured in the long term. Our perspective: engage your constituents. Take the time to create a process that will work. It can be challenging, but it’s worth it.

Learn more at bit.ly/1IcF3cp

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them on Twitter: @saadshaw.

Giving USA: Who supports nonprofits

Giving USAThe numbers are in: Americans gave an estimated $358.38 billion to charity in 2014. That’s 7.1 percent over 2013, and the fifth year in a row that giving increased. Individuals – that’s you and me – continue to give an estimated 90% of all gifts. Here’s how it breaks out: individual gifts represented $258.51 billion (72% of the total). That’s you – your tithes and offerings at church, your online gifts, support for walkathons, the checks you write, stocks you transfer – every $25 gift and every $2.5 million gift. We also gave $28.13 billion through bequests – the money left to charities in your family members’ wills. Finally, those with the ability to give to foundations gave another $41.62 billion.

Giving USA 2015: The Annual Report on Philanthropy for the Year 2014 breaks down last year’s giving and the numbers are amazing. In 2014 the amount given to charity was the highest total in the 60 years that the report has been produced. Researched and written by the Indiana University Lilly Family School of Philanthropy, the report is published by Giving USA Foundation.

Here are a few more details: Foundation giving totaled $53.97 billion, (8.2 percent higher than 20130 and  corporate giving was $17.77 billion (up 13.7 percent from 2013).  There were some large gifts – individual gifts ranging from $200 million to one of almost $2 billion given by technology entrepreneurs.

Where did the money go? Most went to religion ($114.90 billion), then education ($54.62 billion), human Services ($42.10 billion) , health ($30.37 billion), arts/culture/humanities ($17.23 billion),  environment/animals ($10.50 billion),  public-society benefit ($26.29 billion), foundations ($41.62 billion) and international affairs($15.10 billion).

Giving to human services continued to increase as did giving to education. Individuals increased their support of giving to civic and civil rights organizations, and to community and economic development.

Those who read this column regularly know how much we stress the case for support. Here’s how W. Keith Curtis, chair of the Giving USA Foundation ties the case to increased giving: “The growth can be attributed, in part, to the ways charities have been working smarter during daunting times. Nonprofits increasingly are making sure they have strong cases for support, communicate frequently with donors and provide proof of the impact charitable gifts make.”

Related to this, the report notes that donors are “more and more” interested in knowing the strategies nonprofits use and the impact their dollars make. Nonprofits are being asked “more and more” to be accountable for what they do with donations. The good news: many organizations are collecting more data and becoming more transparent.

Here’s what we know: your gift makes a difference. Together our gifts change lives and communities. The nonprofits we support require our support. Let’s keep giving.

More information at http://bit.ly/GivingUSA2015

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them on Twitter: @saadshaw.

Excuses: the scourge of nonprofit fundraising

stop excuses, Saad & ShawHow do we stop using excuses as a conversation starter, or icebreaker when starting a meeting? We all know people who start conversations by making excuses for why they are late, unprepared, and haven’t completed what they committed to do. First comes the excuse; then comes a focus on the content of the excuse. A meeting to review fundraising progress can turn into a discussion of traffic, construction, family illnesses, the weather, and before you know it 15 minutes have passed.

Excuses send the wrong message to people who are serious about meeting. They have come prepared and are ready to work. These could be staff, board members or volunteers. One thing is certain: they didn’t show up for excuses.  The fact that your organization is a nonprofit doesn’t mean that excuses should be tolerated. Excuses cannot be a part of our culture. We have to rethink how we communicate.

Here’s why: excuses turn people off. When you invite someone to work with you on your fundraising, they are giving their valuable time. They assume you are serious about fundraising and want to get things done. You will run people off is you spend 10 minutes trying to remember what people committed to at the last meeting, and another 10 minutes discussing why those things didn’t get done.

We are telling you the truth. Organizations large and small are always seeking talented people to join their fundraising campaigns. What many don’t know is that disorganization and excuses can keep all but the most dedicated of people away from the table. They don’t have the time to waste.

These words may sound harsh, but they are the truth that is not told. If you want to grow from one level of fundraising to another look at how you conduct meetings, how you hold each other accountable, and the extent to which excuses dominate the meeting.

What do we mean by accountability? Doing what you say you’re going to do, and doing it by the time you committed. Oh, did we mention doing a good job?

If you lead with excuses you can stop. Set realistic timeframes. Make commitments you can keep. Get support for developing better time management skills. Whatever it takes, stop leading with excuses. Make your word your bond.

If your team members lead with excuses, check in with them in advance to see if they need assistance and are progressing in a timely manner.

As a manager and leader of volunteers you have to be focused, upbeat and set a positive tone. Be a motivator. Be creative. Have a plan B and a plan C. Be prepared: show the people you are working with that you value their time. Your leadership should be infectious and elevate your volunteers to the highest level.

Image courtesy of Stuart Miles at FreeDigitalPhotos.net

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them on Twitter: @saadshaw.

You want to build a building

fundraising, FUNdraising Good Times, capital campaign, campaign planning, building campaign, Saad&Shaw Owning a building can be a turning point in the life of a nonprofit. A building represents positive attributes: permanence, ownership, longevity, visibility, stability, status and achievement. You can control your destiny, make improvements, and expand when needed. You have an asset to leverage for future projects. No one can make you move.

Fundraising for a building is also a milestone. In addition to securing funds for annual operations, you will need to simultaneously raise funds for the building. Questions regarding strategy, leadership, and financing need to be addressed. A new building may require an expanded or new board, especially if your current board doesn’t have the experience, connections, and fundraising expertise required by a capital campaign.

The process of planning for a new building can be longer than anticipated. Knowing your organization’s needs is the first step. Creating consensus is the next. Then come discussions regarding location, and whether to purchase or renovate an existing building, or build a new one. Sooner or later the discussions – and decisions – will center around money.

There are fundraising questions to be answered such as: Where will the money come from? Will our current donors continue their annual support and make additional gifts for the building? Who will lead the campaign? How much money do we need to raise?

The fundraising goal should derive from your building and/or renovation plans. But how do you create a realistic goal? “It could be that a new building will create even more challenges than the ones the organization faces in its current location.” This observation was raised by Sam King, senior vice president and financial advisor at Pinnacle Financial Partners in Memphis during a recent conversation. An experienced banker, fundraiser, and nonprofit board member he has a list of questions for nonprofits to consider as they begin the process of planning for a capital campaign.

Here are a few: In addition to constructing the building, can you raise enough money to sustain the building? How will you cover increased utility and maintenance costs year-over-year? How will you fund improvements and repairs? If you take a mortgage, how will you service the debt? Can your organization qualify for a mortgage?

“Will a new building hurt your organization? Will you have a big building with no programming? Will a new building create problems greater than those you face now? If you intend on raising all the money first, how long will it take to have “cash in hand” – no pledges? And what happens if you don’t raise all the money that you need?”

King raises important questions based on years of experience. Take the time you need to make the right decisions. Ask others who have gone through the process to share their guidance. This is a big decision – make it a positive one.

Image courtesy of Stuart Miles at FreeDigitalPhotos.net

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them on Twitter: @saadshaw.

Supporting fathers and fatherhood

Father, Fatherhood, Fathers DayIt’s time for Fathers’ Day. Time to lift up fathers and fatherhood. And time to ask ourselves how we honor fathers in our daily lives, the work of our nonprofits, and through our business and public policies. News headlines spotlight the phenomenon “absent fathers,” seeking to assign blame for the many challenges we face as a country and as communities.

What’s often missing is a discussion of public policies and investments that can impact, support or disempower fathers, as well the personal decisions we make that can be hard to overcome. We shy away from sensitive issues of how court ordered child support and divorce decisions can keep fathers from fully engaging with their children, and with fulfilling their financial and emotional obligations. Many of us have perceptions of fathers that don’t match with reality. A father is a father even if he is not in the children’s home and is not the breadwinner. A father is a father regardless of whether he is gay or straight, employed, incarcerated, intelligent, handsome, rich, or poor.

Here’s our suggestion: Let’s focus restoring the dignity of what it means to be a man and a father. For example, there are deep stigmas associated with incarceration and too many men – especially African American and Hispanic men – are incarcerated. The consequences and stigma of incarceration often continue for a lifetime and impact men’s immediate and long term ability to father. You can’t vote, you can’t get a job, you don’t earn enough, your birth family may not welcome back, your children may not know you. You may feel you don’t have anything to “bring to the table.” Part of being a father is being a man. Supporting fatherhood includes, for example, supporting men’s ability to recover from incarceration, build new lives and engage their children.

As nonprofit leaders and concerned community members, we can encourage schools, nonprofits and faith organizations to look at their programs and explore if and how they are serving fathers – especially young fathers – and encouraging connections between fathers and their children. We can encourage the organizations and institutions we are personally involved in to become part of the solution.

In that process we need to remember that fatherhood can be expressed in so many different ways. We can’t get stuck on the image of a traditional father: that can hold us back from helping real-life dads be part of their children’s lives. As donors we can look for organizations – especially grassroots ones – within our communities that are active in supporting men in their roles as fathers. We need to support faith based initiatives as well as those programs that support fathers who may not have or want a faith affiliation.

For Fathers’ Day honor your favorite father by making a gift in his honor to an organization that supports fatherhood.

Image courtesy of David Castillo Dominici at FreeDigitalPhotos.net

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them on Twitter: @saadshaw.

Grant Proposal Submitted, Now What?

 fundraising, FUNdraising Good Times, nonprofit proposal, proposal writing, foundations, Saad&ShawYou’ve written the perfect proposal. You submitted it on time. Perhaps you carefully reviewed the guidelines and found that your organization is a perfect match for what the foundation is seeking to achieve through its grantmaking. Or maybe a program officer reached out and personally asked your organization to submit. Maybe your nonprofit or university has received consistent funding over the years, and you have submitted your annual request – on time, of course. But you haven’t heard a word.

You should have heard by now. The proposal guidelines gave a date for when funding decisions would be announced. That date is now in the past. Days have passed. Weeks. A month. Ninety days. What do you do?

You could send a follow up email, or place a call inquiring on the status of your proposal. That’s a straight-forward and appropriate action. Let’s say you do, and you learn “the board meeting has been pushed back” or “we haven’t made a decision yet.” Now what do you do?

Here’s our suggestion: keep fundraising. Act as if you still have to meet your fundraising goal, even if you feel your proposal is a “sure thing” or a “slam dunk.”

For each gift or grant you are pursuing, have a “Plan B” and a “Plan C.” Here’s what we mean: if your nonprofit has submitted a grant to a foundation for $50,000 make sure you submit other proposals to other foundations or individuals in amounts that are equal to or greater than $50,000. And, don’t count each gift as if it would be received – use a 3:1 or 5:1 ratio of submitted proposals to funded proposals. Colloquially we call this “hedging your bets.” In fundraising terms we refer to this as “making sure you meet goal.” Aggressively work on alternative prospects who could give gifts or make grants equal to or greater than the gift or grant you are “waiting on.” Don’t put all your eggs in that one basket.

There is no way that every proposal you submit will result in a grant. Even if you’ve been given all the signals that “things are moving ahead.” Count only those gifts you can take to the bank.

While you can’t count money you don’t have, you can make sure you are ready to implement your proposal when the funds are received. Have you identified the personnel you need? Do you have an evaluation process in place? Has your team created a detailed project work plan to guide their activities and ensure that project goals are met on time?

Here’s the position you want to avoid: sharing with the board that you were unable to meet the organization’s fundraising goal because a certain grant “did not come through.” Hedge your bets, be aggressive, meet goal.

Image courtesy of Salvatore Vuono at FreeDigitalPhotos.net

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them on Twitter: @saadshaw.

Your fantasy fundraiser

Tired of hearing about fundraising challenges? Maybe it’s time to hire your fantasy fundraiser!

Fantasy fundraiser Saad&ShawThe work of your nonprofit is critically important. You’re helping young people choose the right path in life. You are challenging new forms of discrimination and civil rights violations. The teenagers enrolled in your math and science program are the engineers of tomorrow. Our seniors are protected from fraud and abuse thanks to your organization. And disaster relief is provided around the globe because of volunteers here in the United States.

Your nonprofit’s mission and vision are the drivers for important work. Volunteer efforts play a critical role. Yet, many times your work requires cold hard cash. Why doesn’t the money just show up? And, why, if you hire a fundraiser – or a fundraising team – can’t they meet the ever increasing fundraising goal?

Tired of reality? Let’s play fantasy fundraising! It’s easy and fun. You can hire anyone you want to do anything you want for your nonprofit. The sky’s the limit. Do you need a fundraising professional who can produce the most unique and exciting event ever heard of? One who can also market value-rich sponsorship packages and sell out the event? Write that down.

What about a professional who can build a social media presence and sustain an engaged following for your university or college? Someone who interacts with your young alumni, keeps them up to date, creates fun and competitive giving opportunities and – at the end of the year – shows you a documented increase in alumni giving. Write that down.

Maybe your fantasy is a fundraising professional who is a well connected multi-tasker. She knows everybody. Young professionals and highly placed executives admire her and want to be in her presence. She is a wiz at technology and in just two weeks identifies the right software to run your fundraising back office, tests its reporting functions, migrates existing data, finds those old spreadsheets and enters all the data into the new system. She also finds that stack of business cards, knows everyone personally, places a call to each, records their interests and sends each a copy of your most recent newsletter. At lunch she secures two $50,000 gifts. You love her!

We all have fundraising dreams. We want the money to show up so we can focus on the important work of the organizations and institutions we believe in. It’s understandable. Fundraising is hard work. It requires planning and the right team of professionals and volunteers. And, it can be undermined by fundraising fantasies.

Fantasy thinking can keep us focused on wishes instead of plans. The difference is this: wishes come true magically; plans require involvement, creativity and consistency.

Take the time to dream big and then take the time to plan. Your dreams can come true.

Image courtesy of digitalart at FreeDigitalPhotos.net

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them on Twitter: @saadshaw.

How to Create Your Fantasy Celebrity Board

If you could have any five celebrities on your nonprofit board, who would you pick?

Celebrity board membersVisualize yourself as chair of the board of a nonprofit you believe in. Maybe it’s a university, an early childhood education center, a food bank, international research institute, or performing arts company. You pick the nonprofit – and the board members!

Focus first on your vision: as board chair, what do you want the organization or institution to accomplish under your leadership? Be specific. Do you want to ensure all first year college students graduate in less than five years with less than $12,000 in student loan debt? As an early childhood education program, are you seeking to enroll 97% of children under five years of age within a two mile radius? Do you need to fully automate the warehouse for the regional food bank? Maybe you want your research institute to bring two new drugs to clinical trial. As a performing arts company, do you seek to increase the number and quality of performances? You determine your vision, and then pick your board.

Make a quick list.

Does it include Sheryl Sandberg, Malala Yousafzai, George Lucas and Melissa Harris Perry? Are Sean Hannity, Whoopi Goldberg, or Mark Zuckerberg on your list? What about Kim Kardashian, Lorretta Lynch, John McCain, and Jon Stewart? Or maybe you are thinking of Serena Williams, Beyonce, Joel Osteen, Ellen DeGeneres and Michelle Obama. You have a universe of celebrities to pick from!

Review your list with an eye to the qualities “your” celebrities possess. Look beyond the obvious “rich and famous.” In fact, don’t consider wealth and fame. Think about what attracts you to each celebrity. Is it their creativity, persistence, sense of justice, risk taking?

Remember to focus on your vision. Which celebrities possess the qualities, experience and connections that can bring your vision to life? Are they accessible? Committed to a personal or public vision that dovetails with yours? Are they passionate about it? Do they have access to people who can bring your vision to life? Do they follow through on their promises? Are they willing to be an advocate? Can they move beyond their “celebrity” to let a cause be the focus? Are they respected? Do they have political connections, influence, a proven track record – are they involved with other nonprofits?

Once you have your top five it’s time to determine how to approach each. Remember, this is your fantasy board – there are no barriers standing in your way. So, what will you say? How will you make your case? What do you want your celebrities to actually do as board members?

Now, back to reality: can you think of people in your community who can help you bring your vision to life? Who will you pursue and why? The choice is yours.

Image courtesy of Stuart Miles at FreeDigitalPhotos.net

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them on Twitter: @saadshaw.

The Seven Roles of a Winning Fundraising Team

fundraising, FUNdraising Good Times, basketball, fundraising teams, fundraising strategy, Saad&ShawIt’s that time of year – basketball every night! The games get better and better. Fans are loyal, excited and stressed. People on the east coast stay up way too late. Everyone is wearing their team’s logo. The playoffs are on! If you’re a fundraising fanatic you are inspired as you imagine your fundraising team performing with the precision of your favorite basketball team.

In the NBA the coach develops a game plan. In fundraising, it’s the fundraising plan, strategic plan, business plan – or a combination of these – that serve as the game plan.

Read: How to Have a Winning NBA [Fundraising] Team

Before each crucial game NBA coaches scout their opponent. In fundraising, you prepare by researching potential donors. What are their interests and philanthropic priorities? Their current – or prior! – relationship to your organization? Don’t take your team onto the court unprepared!

Good coaching is key to both the NBA and fundraising. Basketball teams have a head coach: in fundraising coaching can come from consultants or the chief development person.

Great teams have loyal fan bases who are with them whether they are up or down. These fans believe in the team, their talents, resources and ability to prevail. With fundraising, there is a constituency that believes in your case. They feel you have all the elements to succeed, or that you are getting there. As in basketball, good fundraising teams feed off the energy. The community gives to your campaign, introduces new donors and encourages you to be successful.

Basketball teams reward their fans with fan appreciation gifts and events. You need to do the same. It’s called stewardship.

Good teams practice, practice and practice. Good fundraising programs are always educating, training, and orienting their leadership, staff and volunteers. They consistently communicate, sharing an easy-to-understand message and clear examples of impact. They don’t take anything for granted.

Basketball teams are big on stats: the number of points, how they compare with the competition or prior years. Same in fundraising. It’s time to get big on data: use it to compare your activities and results. Review it closely, make adjustments to your strategies and tactics and increase the odds of meeting your goal.

Let’s talk about recruiting. NBA teams have scouts out on grade school courts – or so it seems. What about your organization? What is your recruiting strategy? Where will your talent come from? You need more than one superstar: you need a winning team. How are you cultivating your next fundraising hires, your new board members and advisors?  And don’t stop at scouting: winning teams keep their top talent. You know what that means: time to invest in building and reinforcing your current talent and helping them to be the best they can.

Image courtesy of stockimages at FreeDigitalPhotos.net

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them on Twitter: @saadshaw.

How to Have a Winning NBA [Fundraising] Team

NBA and Fundraising Recent columns have focused on questions for employers to ask prospective fundraising employees, and questions for interviewees to ask their interviewers. Our goal: to help all parties understand the critical role of fundraising professionals and what it takes for them to be successful. As a nonprofit executive – or as the person in charge of fundraising for an organization – you need to know what to look for in a candidate when hiring. And, as a fundraising professional you have to know how to ask questions that will reveal whether or not you are joining a fundraising team or if you will be expected to be a miracle worker.

A number of readers reached out to us in past weeks, sharing reactions to these columns along with true confessions. We heard from a development director looking for work because the new executive director doesn’t know fundraising and doesn’t know strategic planning. Another confessed he really hadn’t given his all in his prior position: he never felt a part of the team. Through our work we have heard a common plea from executive directors and board members who talk with us about their staff, asking in exasperation “why don’t they just raise the money?”

Given that it’s NBA playoff season we offer the analogy of basketball. Consider these comparisons.

Great basketball players go beyond scores and defense and are known for how well they elevate the play of their fellow team mates. Think of superstars such as Michael Jordan, LeBron James, Magic Johnson, Larry Bird, Oscar Robertson. The list is long.  Point guards such as the Warrior’s Steph Curry, the Clipper’s Chris Paul and the Spur’s Tony Parker make sure the strengths of each player are brought to the game.

In fundraising it’s the same. Sure there are superstar vice presidents and development directors who exceed fundraising goals year over year. But are they leading a fundraising team? Some are, but some hog the ball, becoming a one person team. These fundraisers don’t take the time to invest in their team members. Think about it: do all members of your team have a chance to play, or are some left consistently sitting on the bench? And, what happens when your top people leave?

A fundraising superstar engages the key players. As the chief fundraising officer he or she is the “play maker,” setting things in motion. He or she takes the time to learn the strengths of team members and figure out how to best deploy these. Fundraising team members include the chief executive or president, board chair, development chair, chief operating officer, chief finance officer, the data management and administrative team, researchers, and proposal writers. All these individuals need to be in motion, working the game plan.

More next week.

Image courtesy of Salvatore Vuono at FreeDigitalPhotos.net

Mel and Pearl Shaw are the authors of “Prerequisites for Fundraising Success” and “The Fundraiser’s Guide to Soliciting Gifts.” They provide fundraising counsel to nonprofits. Visit them at www.saadandshaw.com. Follow them on Twitter: @saadshaw.