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Successfully Managing Leader Transitions


What would you do if a leader in your organization planned on leaving one year from now? One month from now? Today? Leaders vacate their positions in both seen and unforeseen circumstances, and as a result, the structure and culture of the organization shift in fundamental ways. The departing leader leaves with his or her personality, connections, and skills, while the organization is left to look for a replacement. How is the organization supposed to go about searching for someone new? 

It is common to believe that searching for an individual who can fill a position in the same way as the previous executive is the proper search methodology. More often than not, however, this is not the case because over time, the methods an organization uses to achieve its goals do not stay the same. New developments within and around the organization directly affect how it must interact with its environment to achieve its short and long-term goals. Thus, an organization must first determine not only what its goals are, but also the methods by which it can most effectively reach them before considering who to pick as an ideal successor. 

What to Look for in a Successor

Transition Management

When looking for a successor, the main question to ask is, “is the successor right for your organization?” While it is important to look for individuals with general leadership qualities including big-picture orientation, adaptability, collaboration, and the ability to build and manage relationships [cite], there are many features particular to each organization in which leaders do not function well. What an organization’s succession planners must do, then, is identify these features so that they are fully aware what may not suit potential successors.

In addition to position suitability, the transition itself is a difficult element to tackle for a few reasons: first, the timeline of the leader’s departure may not line up with the successor’s arrival; second, the successor may need some time to become acquainted with the particularities of the new position before he or she actually fills the role; and third, employees in the organization may need some time to recover from an executive departure and adjust to a new work environment. In all of these cases, time is a central issue that can greatly affect the smoothness of the transition. And on occasion, even when an organization has a planned successor in place, the service of an interim executive may be required. 

How to Best Prepare for a Transition

While the previous discussion assumes the security that an organization already has a successor lined up to take the place of the departing executive, what if this is not the case? Sometimes leaders leave unexpectedly, forcing the search for a successor to commence just before or after the departure. This situation can result in a scramble, thus often necessitating an interim executive who can carry out the responsibilities of the vacated position while a search takes shape for a long-term successor.

To mitigate the consequences of an unplanned departure, Marian Alexander DeBerry, Director of Campbell & Company’s Executive Search Practice, makes the following recommendations: 

MarianDeBerry Executive Search“I recommend that organizations have an executive transition plan already in place in case of an unexpected departure. From my experience, it seems like this has been happening more frequently over the past few years, so it makes sense to have a predetermined plan of what to do. Organizations without a plan are skating on thin ice. It’s possible to recover if the ice breaks, but why wait till it breaks if you can just as easily prevent it?”

To prepare for future transitions, both planned and unplanned, there are a few actions that organizations can take. Meeting regularly to determine evolving organizational goals, preparing the Board to get involved in and support and assist a potential future transition, and setting up a culture of leadership in the organization to develop leaders from within will all play their part in allowing future executive transitions to proceed smoothly.

Additionally, encouraging leaders to announce their plans to leave early on in their decision-making will greatly help the transition process. 

Marian DeBerry


Another dimension to consider is the tenure of the incoming executive. Ms. DeBerry has seen firsthand how in nonprofit organizations, the private sector, and in government-related fields, tenures at best are shifting to three to five year terms while organizations often maintain the perspective that a five to ten year-term is the standard. This framework is changing, and it is becoming more appropriate to think of a new executive as someone who will guide your organization over a couple hurdles, but not necessarily take you the full distance. While this may seem disadvantageous at first, its advantages lie within the opportunity for the organization to pick a successor that is best equipped to achieve particular organizational goals.

Lastly, managing the transition does not only have to do with finding the replacement. Its application extends beyond the implementation of the successor and into a “watch period” to ensure that the organization can run effectively with the successor and that he or she is comfortable in the new position. To make this process easier, an organization may have the successor shadow the departing executive for a sufficient amount of time before the executive leaves. This way, the successor can acquire not only a working knowledge of the duties of the position, but also establish relationships with coworkers and colleagues. This, in turn, allows the organization to become accustomed to their new leader.

Want to learn more? Leave a comment in the section below or contact Marian Alexander DeBerry, Director of Executive Search, Campbell & Company.

About the Campbell & Company Executive Search Team

The Campbell & Company Executive Search Team can find the strong leaders you need for the challenges ahead. We strive to understand each organization’s particular needs and draw on an extensive database and national network to support each of our clients.  Over the past 37 years, we have helped hundreds of nonprofits successfully fill executive positions.

Campbell & Company maintains offices in Chicago, Los Angeles, Portland, the San Francisco Bay Area, Seattle and Washington D.C. For more information, please visit

Countdown to #GivingTuesday! Download our Free Guide for Nonprofits!


With 76 days and counting until one of our favorite events of the year, Campbell & Company is excited to share our "Short and Sweet Guide to #GivingTuesday - a Toolkit for Nonprofits."

#GivingTuesday is a movement that has inspired a national day of philanthropic giving to kick off the holiday season. Falling on the Tuesday after consumer-focused “Black Friday” and “Cyber Monday,” the 3rd annual #GivingTuesday will be held on December 2nd, 2014.

GivingTuesday guide

As a firm, we encourage our clients to take a strategic, disciplined and creative approach to managing and developing relationships with members, donors and friends. Accordingly, we recognize #GivingTuesday is a great opportunity to weave interactive engagement into those relationships and act as a touchpoint in our clients’ cultivation efforts. Our goal in compiling this guide is to assist our nonprofit friends as they innovate to leverage #GivingTuesday, telling their stories to inspire gifts and strengthening the fabric of their
communities—local, national and international—for the better.

Please let us know how you like the toolkit and if you have found it be helpful!

The Ice Bucket Challenge and Social Media’s Role in Philanthropy


On a recent trip to Ireland with my wife, we were able to meet some of her relatives for the first time and visit the family farm on which her grandfather was born. We learned her cousins are all on Facebook, so my wife has since connected with them permanently through social media. When she first visited two of her cousins’ pages last week, she found a video of each of them pouring a bucket of ice water over their heads in support of ALS, proving the immense power and reach of social media. 

The Ice Bucket Challenge has truly transcended what most viral and social media campaigns seek to achieve. According to, it started with a golfer in Sarasota, Fla., who was nominated by a friend to participate in the challenge, which at that time was not tied to any specific charity. The golfer selected ALS because of a relative who was suffering from the disease. The campaign has now spread across the globe, in many different forms, and as stated by the ALS Association, has raised, to date (September 8), more than $110.5 million in donations – this is compared to $2.8 million during the same time period last year. This campaign shows us what is possible through the use of social media and, to some extent, where the limitations lie when seeking to build a comprehensive program of philanthropy. Yes, everyone is participating, but there seems to be limited penetration of real information about the disease and how money will impact finding a cure or helping those who suffer from the disease.  People are being “called out,” but this is different from being asked to give. There is massive participation – and it is entertaining – but how much traction will there be in giving from a long-term perspective?

Organizations are increasingly using social media as a means to communicate with donors and potentially raise money. And while social media can be a good platform, campaigns like the Ice Bucket Challenge can sometimes cause board members and fundraisers to ignore the larger goal of building and sustaining a comprehensive fundraising program. In a comprehensive program, new donors are engaged and stewarded over time, and there is an exchange of value regarding the mission of the nonprofit organization (and the benefit of contributing). Donors and prospects are segmented and those with the greatest interest and ability are asked to make major investments in the future of the organization and its cause. And social media can play an important role in accomplishing these tasks. Consistently, the organizations that do all of these things well and in an orchestrated fashion outperform their peers.

As a firm, we are using social media to reach out to our community, and we are advising our clients to do the same. But, we remain focused on understanding the benefits and the limitations of social media as well as integrating it into a comprehensive fundraising program that will produce the greatest financial results for our clients.

Peter Fissinger is the President & Chief Executive Officer of Campbell & Company. 

Campbell & Company Team Quoted in Modern Healthcare on the Lessons from the Ice Bucket Challenge


We would be surprised if you haven’t already poured a bucket of ice over your head, in support of ALS. The Ice Bucket Challenge has not only raised awareness about the disease and funds for the cause but is also prompting many nonprofits to ask the question “how do we do this too?” ModernHealthcare

Modern Healthcare recently published an article which looks at the campaign’s marketing and communications lessons for healthcare nonprofits to use in their own fundraising programs.

Adam Wilhelm, Senior Consultant and Sarah Barnes, Director Marketing and Communications at Campbell & Company weigh in on the factors contributing to the success of such a campaign.

“The old adage is people give to people, and this is a prime example,” says Adam Wilhelm. “It's peer-to-peer fundraising at its best.”

The limited time to act upon is yet another element that prompts many to participate “It creates a sense of urgency,” says Sarah Barnes.

While the use of social media can help support your overall message, an organization needs to be aware that the end goal is to engage, steward and retain donors. “Social media is a great way to engage donors and get your message out there,” Wilhelm says, “but you have to think about how to steward all these people and lead them to the next giving opportunity.”

You can read the complete article here.

About the Campbell & Company Healthcare Practice 

Campbell & Company is a national consulting firm offering advancement planning, fundraising, communications and executive search services for nonprofit organizations in the education, health and medicine, arts and culture, environment, social service, and professional society fields.

Through thirty-eight years and thousands of engagements, Campbell & Company has helped nonprofit organizations anticipate and manage the challenges of the philanthropic marketplace. The company maintains offices in Chicago, Los Angeles, Portland, the San Francisco Bay Area, Seattle, and Washington, DC. For more information, please visit

Shaun Keister and Brian Kish Quoted in CNNMoney


CNNMoneyAs more students transition from one school to the next during their undergraduate years, engaging and soliciting these students as potential donors is becoming more challenging. 

Recent data from the study by the Council for Aid to Education (CAE) finds that total contributions to colleges and universities rose in 2013 while the percentage of alumni who are giving is decreasing. In 2003, alumni giving was at 13 percent, while last year the number dropped to 9 percent.

CNNMoney recently took a closer look at the issue featuring two of our Annual Giving Consultants at Campbell & Company, among others.  Here is what Shaun Keister and Brian Kish had to say:

"What motivates alumni to give is a sense of loyalty, an indebtedness that 'I am who I am because of my education,'" said Shaun Keister Vice Chancellor for Alumni Relations at the University of California, Davis. "What we don't know from this generation that jumps around a lot is: Are they ever going to have that warm and fuzzy feeling for the campus?"

While Mr. Keister concentrated on what makes alumni give, Mr. Kish, President at the Emeril Lagasse Foundation and Annual Giving Consultant at Campbell & Company, shared his take on the reasons behind the declining participation rate and the “transfer” phenomenon. 

"So let's say you went to three different places undergrad, and then to grad school — because we have more people going to grad school, too. Now you've been to four schools. Where's your love? Where's your affinity? Where's your passion?" said Mr. Kish in the interview to CNNMoney.

For the complete article please click here.

Campbell & Company is a national consulting firm offering advancement planning, fundraising, communications and executive search services for nonprofit organizations in the education, health and medicine, arts and culture, environment, social service, and professional society fields.

Through thirty-eight years and thousands of engagements, Campbell & Company has helped nonprofit organizations anticipate and manage the challenges of the philanthropic marketplace. The company maintains offices in Chicago, Los Angeles, Portland, the San Francisco Bay Area, Seattle, and Washington, DC. For more information, please visit

Shaun Keister Featured in COP on the High Demand of Fundraisers


Keister, ShaunAs charities aim for increased private fundraising the demand for highly skilled and accomplished fundraisers is on the rise.

However, vacancies are hard to fill. It takes a median of six months to replace a development director, according to a 2013 national survey of more than 2,700 charity leaders and top fundraisers by CompassPoint Nonprofit Services and the Evelyn and Walter Haas Jr. Fund.

A recent article on the high demand of fundraisers in the Chronicle of Philanthropy features Shaun Keister, Vice Chancellor of Development and Alumni Relations for UC-Davis and Annual Giving Consultant at Campbell & Company. Mr. Keister shares the story of his recent transition from one institution to another. He also shares his take on what it takes to be a high-performing fundraiser in today’s philanthropic environment. Read the complete story here.

About Campbell & Company
Campbell & Company is a national consulting firm offering advancement planning, fundraising, marketing communications and executive search services to nonprofit organizations in nearly every sector. Through thirty-eight years and more than a couple thousand engagements, we helped our clients anticipate and manage the challenges of the philanthropic marketplace. Our offices are located in Chicago, Portland, Los Angeles, the San Francisco Bay Area, Seattle, and Washington, DC. For more information, please visit

Tips to Building an Engaged Board


An organization’s board is a key ingredient to increasing a nonprofit’s impact in its community – and having the right people on the board is critical to the success of the organization.

During Campbell & Company’s 38 years, we have debated whether nonprofit boards should have term limits. And in the larger nonprofit community, this is a widely debated topic. Essentially, I favor term limits.  I believe that by having term limits, an organization is forced to have to continually work on building and developing its board, and as a result this leads to stronger board development and engagement practices.  Among the many benefits of having term limits include: fresh energy and perspectives from new board members, avoiding “board member burnout”, and expansion of constituency and expertise.

Here are a few board development tips that will impact the engagement level of your governing board:

  1. Make the board development committee central to the working of the board. This group, which should include the board chair, the CEO and the chief development officer – among others – should be charged with developing and sustaining a great board.
  2. Develop clear criteria, including providing expectations, for all prospective board members.  Knowing what kind of trustee you are looking for will impact your ability to identify strong candidates.
  3. Establish a strong list of potential trustees. Many boards become weaker when there are no good candidates and there are vacancies to be filled. It is important for your board to develop a list of potential members who fit the culture and vision of the organization.
  4. Meet with prospective board members, in person, at least once before inviting them to consider serving as a trustee. Make sure you review the benefits (impact on mission) and responsibilities all trustees have before asking a candidate to serve.
  5. Create a strong orientation program.  In order for board members to succeed, they need to understand the organization. And having an effective orientation programs get them off to a good start. Examples can include special tours, meeting organization staff and leadership, attending events.
  6. Assign new board members to at least one committee. Serving on a committee will engage new trustees at a ground level, allowing them to meet people and make a difference. Learn about your board members’ interests and talents, and try to assign them appropriately.
  7. Evaluate trustee involvement (and effectiveness) annually. Many board develop a scorecard to measure the performance of board members on key indicators: meeting attendance, committee participation, financial support. This can be a guide to use when evaluating trustees. Remember a scorecard does not tell the whole story.
  8. Meet with board members annually to receive their feedback on the quality of their engagement. This is easier said than done, but can go a long way toward either keeping trustees engaged or beginning the process of considering whether a particular trustee might consider resigning his or her position to someone who is better suited to the job.

It is true, a board can do all these things whether the organization has term limits or not.  But the recruitment cycle term limits impose tend to focus boards more toward board development, and good board development is a critical key to creating and sustaining an engaged board.

Peter Fissinger is the President & Chief Executive Officer of Campbell & Company. 

Engaging Physicians in Philanthropy


Recent giving trends are showing that individuals are ready to do more. As a result healthcare fundraisers need to think strategically about how to engage individual donors. Physicians can help provide an important link between the patient and the institution.


Let’s take a quick look at some numbers, trends and certain steps on how to involve physicians in your fundraising efforts.

For the fourth consecutive year giving by Americans has grown, says a recent report by Giving USA. Total giving reached $335.17 billion in 2013, a 4.4 percent increase in current dollars with the health subsector receiving the fifth-largest share of charitable dollars in 2013, at 10 percent of the total. Giving to health organizations increased 6 percent in 2013, totaling $31.86 billion.

What is particularly interesting is that 73 percent of the growth in giving from 2011 to 2013 came from individuals. The closest behind individual giving is foundation giving, which contributed 15 percent of total giving in 2013: A trend most relevant for the healthcare sector fundraisers to watch and act upon.  

The steady flow of contributions to health in 2013 and recent years reflects donors’ commitment to such causes as researching vital cures, supporting hospitals and other medical facilities.  However, a commitment of the CEOs and the governing board to increase philanthropic revenue will be key as the industry continues to work with shrinking budgets. Add to that the impact of the Affordable Care Act, ongoing hospital consolidation and the perception of healthcare as “corporate” and you may find your efforts unattainable. With a strategic approach in engaging physicians in your philanthropic aspirations you can bridge the gap between your institution and the individual donors.   

Below, we list a few common mistakes when engaging physicians, as well as a few recommendations on how to better engage them in your fundraising efforts.

Common Mistakes When Engaging Physicians

  • Creating unreasonable expectations

  • Stressing their importance and participation with no plan for engagement

  • Lack of follow up to even the smallest next action step

How To Go About It?

  • Foundations should engage with physicians early in the game

  • Stress fundraising as an “institutional responsibility” but also that can fund physicians’ projects

  • Educate about the role of development or foundation in pursuing gift support for the institution

  • Emphasize that successful fundraising depends upon the involvement of many, including physicians

  • Point out fundraising successes / case studies where physician colleagues were involved

What has your experience been engaging physicians in the philanthropic effort? Leave a comment below or contact Adam Wilhelm, Senior Consultant, Campbell & Company.

About the Campbell & Company Healthcare Practice 

The Campbell & Company Healthcare Team are experts in healthcare philanthropy and staff management. We understand the context in which healthcare organizations operate, and create a structure and process within that context, tailored to your community, that allows philanthropy to grow. For 37 years, we have helped hundreds of healthcare institutions succeed in growing and sustaining their programs.

Campbell & Company maintains offices in Chicago, Los Angeles, Portland, the San Francisco Bay Area, Seattle and Washington, DC. For more information, please telephone (877) 957-0000 toll free, email or visit

Balanced Scorecard: Aligning Resources and Process with Outcomes


Ever wonder whether your organization’s activities are in sync with your mission and vision? It is common for organizations to know where they want to be without knowing how to get there. Ever get push back from staff, who question the strategy behind their action items? If you answer “yes” to any of these questions, then you might consider creating and using a balanced scorecard.

Carrie Dahlquist, Director of Strategic Information Services, for Campbell & Company takes aBalancedScorecardNonprofit moment to discuss the benefits of developing scorecards. But first, let’s take a look at the roots of the concept and its purpose.

What is Balanced Scorecard?
The term “balanced scorecard” grew out of performance measurement work at General Electric in the 1950s and was refined in the 1990s by Drs. Robert Kaplan and David Norton as a performance measurement tool that included strategic non-financial performance measures and traditional financial metrics.

In addition to being a strategic planning and management process, the balanced scorecard is used to streamline the vision of the organization with its business activities.

A balanced scorecard can be used as a management tool to evaluate performance and motivate staff. It can ensure that you are spending manpower and financial resources in a way that can yield the most impact. In essence, the scorecard allows you develop razor-like clarity for prioritizing activities and transforming them into outcomes.

So, How Do you Develop Balanced Scorecard?
Start with Perspectives. The key to developing the balanced scorecard is to identify activities that support the organization’s mission and vision and can be tracked and measured. These activities fall into four perspectives: financial, stakeholders, operations and learning/growth and are based on the mission and vision of the organization. To help develop a scorecard that is most effective, the organization begins the process by asking questions like:

  • What financial steps are necessary to execute strategy?
  • Who are the constituents, and how can they be engaged?
  • What technology can improve and streamline processes?
  • What learning and growth tools will help our staff complete their initiatives?

The balanced scorecard process involves a series of steps to help an organization come up with its own unique approach to answering these questions. It empowers an organization to align its daily operations with its mission and vision and develop measurable goals to move forward deliberately.

The outcome of the exercise is a laser-focused “roadmap”, with objectives, targets, and metrics, which help an organization communicate where it wants to go and how it wants to get there. Some examples could include:

  • Grow financial diversity by targeting 20 new planned gifts each year through a new planned giving partner program.
  • Maximize stakeholder participation by targeting 100 peer-to-peer solicitations through an outreach and engagement committee.
  • Reduce the number of sick days taken by 20% through a new flex work policy.

Specific metrics should be measurable and repeatable, with a mix of leading (relates to inputs) and lagging (relates to outputs) indicators.

Implementing the Balanced Scorecard
Because the balanced scorecard process is comprehensive, organizations considering the approach should make sure they have the resources needed to be successful. In addition to a dedicated project manager who can move the process forward there needs to be a project champion who has strong organization-wide influence.

And while the organization’s leadership should provide direction and support, Ms. Dahlquist stresses that different roles and vantage points are critical, so it is important to be thoughtful in selection of the project team, which should include both management and staff.

Goals should “cascade down”, starting at the organizational level, then by department, team and the individual. Staff performance reviews should reflect completion of specific scoreboard action items.

Implementing a balanced scorecard requires organizational commitment and can involve significant time to develop. To ensure that the scorecard doesn’t reside (and stagnate) in management’s office, the project must be relevant and accessible. Metrics and results should be collected, analyzed, reported and archived regularly. Stakeholders should have ready access to data and use analytics to make continual adjustments and improvements monthly or quarterly. This helps foster the dialogue and establish a higher level of transparency.

Putting this process in place encourages stakeholders to consider how individual roles help drive the success of the organization as a whole—a crucial component for all organizations in achieving their vision, and fulfilling their mission.

Want to learn more? Contact Carrie Dahlquist, Director of Strategic Information Services, or listen to a recent webinar on Creating and Managing Balanced Scorecards.

About Campbell & Company

Campbell & Company is a national consulting firm offering advancement planning, fundraising, communications and executive search services for nonprofit organizations in the education, health and medicine, arts and culture, environment, social service, and professional society fields.

Through thirty-plus years and thousands of engagements, we have helped nonprofit organizations anticipate and manage the challenges of the philanthropic marketplace. With offices around the country, Campbell & Company brings you the benefits of local knowledge, and national best practices.

Nonprofit Leaders Respond to Giving USA 2014 Findings


Campbell & Company presented findings and analysis of Giving USA 2014, the annual report on philanthropy, to more than 1,200 nonprofit professionals at a national webinar, a Pacific Northwest webinar hosted by the Collins Group, a division of Campbell & Company, and events in Chicago, Cleveland, Nashville, Washington, DC, Milwaukee and Minneapolis. 

The report found that American philanthropy continued its steady recovery from the Great Recession in 2013 and is on track to return to pre-recession levels as soon as 2014. Event panelists and participants shared success stories and challenges from the past year, focusing in on factors that may affect organizations’ success in the long-term as philanthropy continues to recover, such as navigating corporate giving programs, building membership and crafting strong cases of support that speak to donors on all levels.  

Below, we summarize key insights shared in our national webinar and events.

Common Challenges

While success stories were prevalent this year, many panelists and participants described the various challenges involved in organizational growth, including maintaining donor relationships, navigating new partnerships, communicating effectively with new constituents and continuing to build urgent and compelling cases for private support. Others described the difficult balancing act of aligning human capital with philanthropic goals, including appropriately leveraging different giving sources (individual, corporate, foundation, etc.) and not creating an over-reliance on one area of support.

Keys to Success

Organizational representatives described steps their institutions had taken to ensure their sustainability and growth over the past year, including:

  • Offering more opportunities than ever for donors to give, including layered initiatives

  • Maintaining a donor-centered focus in which organizations listen closely to their constituents and respond to their interests, motivations and needs

  • Building long-lasting philanthropic relationships with key individual and institutional donors to ensure mutual benefit—and ensuring these relationships are organizationally, not personally, held

  • Crafting a powerful yet flexible case for support, including concrete and relatable evidence of organizational impact, that can be tailored for distinct constituencies

A Look to the Long-Term

Panelists had encouraging words about philanthropy’s continued recovery as well as organizational and sector-specific growth. However, they cautioned their peers not to lose sight of the longer-term downward trend in government funding for nonprofits and implored attendees to continue focusing on cultivating strong donor relationships in the private sector.

Campbell & Company thanks all of the organizations and non-profit leaders for their involvement in the Giving USA events. Click here for a list of all of the events.

Click here to listen to Campbell & Company’s Giving USA 2014 webinar.

About Campbell & Company
Campbell & Company is a national consulting firm offering advancement planning, fundraising, marketing communications and executive search services to nonprofit organizations in nearly every sector. Through thirty-eight years and more than a couple thousand engagements, we helped our clients anticipate and manage the challenges of the philanthropic marketplace. Our offices are located in Chicago, Portland, Los Angeles, the San Francisco Bay Area, Seattle, and Washington, DC. For more information, please visit  

About Giving USA Foundation™

Giving USA is a public outreach initiative of Giving USA Foundation™, which was established by the Giving Institute to advance philanthropy through research and education. Headquartered in Chicago, the Foundation publishes data and trends about charitable giving through its seminal publication, Giving USA, which has documented who gives what to whom for more than 50 years, and quarterly newsletters on philanthropy-related topics. To learn more visit

How to obtain Giving USA 2014

Giving USA is the most up to date and comprehensive report on American philanthropy. The Giving USA 2014 Reports Highlights can be downloaded FREE online at Other products include the complete report – now available in paperback; a “Giving USA Spotlight;” the Giving USA data tables; and a digital package, which includes a graph pack of PowerPoint slides for board meetings. Use code: GI1430 to receive 30% off. A limited run of the 2010, 2011, and 2012 complete report in paperback is also available!

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