Becoming a Consultant: Is This the Job for You?

Tuesday, August 12, at 12 noon, U.S. Eastern time

Deborah Elizabeth Finn became a technology consultant to charities in 2002 after serving as the national nonprofit liaison officer at the TechFoundation, a Cambridge, Mass., organization that provides technology training to nonprofit groups nationwide.

Karla A. Williams is a Charlotte, N.C., fund-raising consultant who has advised nonprofit clients for more than 15 years. She previously served as executive director of the Minnesota Zoological Society and chief fund raiser of the Children's Hospital in St. Paul.

Jonathan Howard is vice president of Cause & Effect, a Providence, R.I., consulting company that provides advice to nonprofit groups on organizational planning, communications, and other topics. Until 1994, Mr. Howard was a communications coordinator at Plan International.

A transcript of the chat follows.

Holly Hall (Moderator):
    Hello everyone. I'm Holly Hall, a features editor here at The Chronicle, and I'll be moderating today's live chat on consulting work and how people who work as staff members for nonprofit organizations make the transformation to being a consultant. We've received many good questions on this topic and are ready to get started. I want to exend a warm welcome to our guests: Deborah Elizabeth Finn, Jon Howard, and Karla Williams, consultants all. Welcome!

Question from Holly Hall:
    What do you think are the characteristics of the best consultants?

Karla A. Williams:
    : Being a top-notch consultant requires a narrow strategic focus and an expansive view of the nonprofit world. It would behoove you to think of consulting as a three-pronged position involving research, communications, and teaching. Combining your client consulting with your own research, your own publishing, and teaching in the classroom, affords your clients the benefit of objective and comprehensive viewpoints and resources.

Question from Lara, small nonprofit:
    What was the turning point for the consultants to decide to make the change to working for yourself? What was your biggest motivator?

Deborah Elizabeth Finn:
    In my case, it was that a large number of positions - including mine - were eliminated at the foundation for which I then worked. I have to tell you frankly that I wasn't aspiring to a career as a consultant; I wanted to find another full time job. At that point, I wasn't worried about short-term starvation, but I did long to have a project and be part of team. I asked a much-admired colleague at another foundation if they had a project that I could work on pro bono for six or eight weeks while I started my job search. She responded that they'd like to pay me as consultant and that the project might last longer than that. In fact, it lasted about eight months, and I've been a consultant for a number of nonprofits and philanthropies ever since.

Question from patricia kern, Kern and Associates:
    If you become a consultant with a partner, how do you help clients understand that they are getting both consultants, but will likely have more communication with one consultant?

Jonathan Howard:
    We each have our "own" projects as well as projects we work on together, so not every client gets both of us. It depends on the scope of the project and our respective strengths. Who's "on the case" is usually made clear just by whether one or both of us participate in the pre-contracting discussions, but we also write one of us into each contract as "lead consultant."

Question from Mark P, small non profit:
    How does one go about deciding how to charge for consulting services and/or bill clients?

Karla A. Williams:
    What a great question! Client "time" is the basis for consultant fee schedules . . . you will need to determine what YOUR competitive price/value is by "the hour." You can only charge what you are "worth" in the marketplace, by virtue of your experience and eventual client satisfaction. If you are new to consulting, you will probably start out with a lower figure, and move up as business grows. Once your hourly fee is established(ranging from less than a $100 per hour to more than $1000 per hour), you can estimate the amount of time you will spend with any client. I use three formulas for billing; 1) by the hour (never a portion of an hour, since this is not practical); 2) by the project (an estimate of total hours needed to accomplish the established goals); 3) by monthly retainer (an established fee, broken into monthly segments). As a consultant who prefers long term relationships with "great" clients, I tend to bill only for the value I delivered (which may mean that it takes me 3 or more hours to prepare for an important 1 hour session . . . but I only invoice for 1 hour). It is important to me, that I deliver high quality, measurable consultation services and if that means non-billable time on my part, so be it.

Question from Bonnie Trowbridge, 838 Strategic Partners:
    What have you found to be the best way(s) to find clients? And how would someone just starting out do the same?

Jonathan Howard:
    For us, the best clients are repeat clients, client-referred projects and referrals from other consultants. The other major referral source have been community foundations who know our work from their grantees and technical support organizations. Finally, doing training sessions often leads to calls.

Question from Josh:
    How do you know when to move from being on staff to being a consultant? If you have lots of background but no place to use it in your current job should you begin to freelance on the side?

Karla A. Williams:
    The decision to move from being an employee to being self-employed as a consultant is both risky and exhilarating. Risky, because your safety net is gone; exhilarating because you are totally "in charge." I would only recommend consulting for those who are self-disciplined, experienced in both theory and practice, with highly-tuned business savvy. Of course there are other characteristics that come into play to achieve success, but you would not want to consult unless you wanted total freedom as well as the tremendous liability that goes with being on your own. As for freelancing . . . sure you can test the water, but it isn't like being "out there" permanently and therefore, it is not a garauntee that you will be successful, nor satisfied as a consultant.

Question from Kathy Miller, Public Interest Fundraising:
    Please touch upon how you price your work for certain projects.

Jonathan Howard:
    We've moved almost entirely to project based pricing. This comes with experience on what it will take to achieve a certain result. We develop our prices based on an hourly benchmark and estimates on hours needed for various elements of the job. Once we commit, though, we don't count the hours, at least not closely. We bill for outcomes, not hours. However, when the client's problem or situation is a bit open-ended, we may use hourly fees as a lower risk get acquainted strategy.

Question from Bonnie Trowbridge, 838 Strategic Partners:
    How do you address the issue of clients (especially small nonprofits) that desperately need and want help with fundraising projects, but do not have upfront money in their budget for a consultant and/or do not feel they can justify the expense to their board?

Deborah Elizabeth Finn:
    First of all, I explain that I'm not a professional fundraiser, but that I'd be happy to refer them to several. Secondly, I've set a policy about pro bono work. You can read the whole thing here , but the upshot is that I'll offer any nonprofit (with a great mission) an initial freebie of an hour or two of consultation. I explain that I'll do the best I can to help them in a single session, free of charge, but that beyond that, I'll have to bill them by the hour. A sad truth, which can't be disguised, is a nonprofit that can't afford to build an IT infrastructure that support it's mission also doesn't have the capacity to fulfill its mission. Since strategic IT for nonprofits is the work I do, I have to question whether a nonprofit that needs my services and can't afford a few hours of my time is viable. I hate to say this, but it's a real concern.

Question from Laurel, sustainable nonprofit consulting:
    When beginning a relationship with a new client, do you offer "office hours" in which you are available for phone calls, email discussions, document review, etc, or do you give them a time frame in which you will get back to them? Thank you.

Karla A. Williams:
    As one of the multitude of "independent" consultants who work from their home office without support staff, I have found that I need to be available by telephone and internet from early morning through early evening. Regardless of where I am (in the classroom, traveling, writing or presenting) I am able to respond to everyone within a few hours. My relationships with clients is such that they know my schedule(major clients have access to my calendar) as well as having my "emergency" cell phone number. It has been my practice to respond to all requests within a window of 3 hours.

Question from Judith, environmental nonprofit:
    I would like to work with environmental/technical non profits in a training capacity (strategic planning, business planning). How do you market your first "gig"?

Jonathan Howard:
    We do all our selling face to face. You have to sit down with a decision-maker and identify a problem they want to solve that's in your scope. Push beyond their first description of the problem (most often "we need money") to underlying issues.

Question from Laura Beretsky, self-employed consultant:
    A second question:

My clients are small under funded nonprofits, so as I'm billing hourly, they of course need to minimize their expenses and get me to work for as few hours as possible. I currently have a client whose office I haven't been to since our original interview in May. I think it would be helpful to spend a bit of time in their space so I can get more of a feel of their operation. It would also be beneficial to meet their staff in person so when I'm dealing with them on grant-writing related matters, we can all put names and faces together.

I've suggested more than once that the director invite me to attend a staff meeting or something similar, but she hasn't really addressed the question directly at all.

Any suggestions?

Thanks,

LJB

Deborah Elizabeth Finn:
    This is tough, and it's hard to advise about a consultant/client relationship from a distance. Depending on the tone of your interactions, you might try talking to the director about how you want a closer relationship and some face-to-face interaction. It might even be appropriate to drop in for a visit without an appoinment. I make an effort, when I start working with a new client, to set expectations about how our relationship will work, and that's something you might consider doing in the future. I certainly think I'm more effective when I have lots of onsite time with a client, but I can't force it.

Question from Greg Lassonde, CFRE; planned giving consultant:
    What should I consider in bringing in administrative help for my consulting practice?

Karla A. Williams:
    Perhaps the biggest question here is not "what", but "what for?" If your business requires administrative help, then you need to define the ultimate goal of your business entity. If you want to grow your business into a local, regional or national consulting firm, this will require everything from a business plan with a financial proforma to a defined need for additional persons whose employment is dependent upon your success. If you like being an independent consultant, it may be wise to outsource your administrative support functions, rather than obligating yourself to an employment situation. Either way, you need to consider the investment of financial resources as well as the obligation to supervise and manage staff, taking away from your time to spend on client delivery . . . but in the process, you nay become more efficient, as well as effective.

Question from Lou Cartier, Cartier Outreach Associates, indie in Colorado:
    I look forward to your suggestions on "billable" services ... Do you break your project fees into component parts, and if so, what place does such a breakdown have in your marketing and personal contact with prospects?

Deborah Elizabeth Finn:
    Perhaps I'm a special case, but I'm the sort of strategic technology consultant who often works with nonprofits that have amorphous needs. (I can help them focus, of course.) If they ask me to make a projection of the tasks, number of billable hours, or the amount of calendar time a project will take, then I do my best. However, it's very difficult to specify the component parts in advance, and I try to be very frank with them about that. Even though I bill by the hour, and the scope can be very unpredictable, I always do my best to stay true to what they are trying to achieve as an organization. Eventually, I end up saying something like this to every client: "You need to tell me what you're trying to achieve, and then you need to promise that that will actually make you happy when I deliver it!"

Question from Laura Beretsky, self-employed consultant:
    It seems that the nature of the consulting beast is that most of my clients are smaller, somewhat disorganized underfunded non-profits. (If they were larger and more organized, they would have a development person on staff, and they wouldn't need to hire the likes of me to write their grant proposals, right?) As a result, I find myself working most closely with overworked Executive Directors who don't have the time or expertise to pay enough attention to fundraising efforts.

One of my biggest challenges is how to walk the fine line when working with somebody who's basically your boss (the organization's E.D.)but doesn't have enough know-how and savvy to frame proposals convincingly. How do you tell people what you think they need to do without them feeling undermined.

Jonathan Howard:
    I will challenge clients to make their written self-description as compelling as my personal experience of their work, or better, let me do it for them. Most clients are technically proficient, but not great communicators of their own value.

Question from Ann, large, public university foundation:
    What area of fundraising holds the greatest opportunity for consultants?

Karla A. Williams:
    Ann: I think that there is great opportunity in the integration of marketing (research), advocacy (communications) and development (fundraising) as a combined effort. Too often fundraising consultants are hired to improve fundraising, but cannot get involved in the other related aspects. If a consultant has the talent, expertise in all three fields, they can have a much greater impact on the organization's ability to fund raise. So, I would look at putting together a strategy that goes beyond fundraising, and into market research, and constituency segmenting.

Question from Josh:
    My wife works from home as a writer and home schools our children. What should I watch for in working from home? Would I be better off and would the professionalism of my service be improved if I had a small office in town?

Deborah Elizabeth Finn:
    Perhaps I'm a total exception from the rule, but I hate working at home. (Of course, I'm the consultant who adores her clients and the projects she does, but doesn't really like being a consultant.) I can tell you about my own experience, which is that the only way I can stave off madness as a solo consultant is to have an office. I worked out a barter with a wonderful small nonprofit nearby(International Physicians for the Prevention of Nuclear War ). We discussed our expectations in detail, and signed an agreement. In exchange for a free office (with great office mates and lots of amenities), I give them free online strategy advice. It's great for me to have an office routine, and if you feel them same way, definitely consider the sort of barter I'm describing.

Question from Jean Harvey, MJ Harvey Associates, self-employed:
    I have been doing nonprofit consulting for several years in the areas of grantwriting, program development and program evaluation. Recently my healthcare costs and retirement savings (with the market down) have me wondering are there groups of other NP consultants that buy health insurance and/or retirement benefits collectively so I can reduce some of my costs?

Jonathan Howard:
    We are on our own. We have not found good group alternatives for healthcare or retirement.

Holly Hall (Moderator):
    Just wanted to let everyone know we are at the halfway mark in this discussion. Keep your questions coming!

Question from Astrid, Small Nonprofit:
    It was my experience in previous organizations that Management wouldn't listen to me and my department, but would try to implement consultant's recommendations, which many times turned out to be equal or similar to our suggestions. What moves a nonprofit to spend money on consultants when they have talent within the staff?

Karla A. Williams:
    Astrid: The attitude that consultants seem to know more than staff, is quite common. It stemms from a management's high level of familiarity with staff, and the contrasting "fresh" comments from outsiders. If may even be, that you are both saying the same thing, but differently. When I worked for the Children's Hospital, I brought in a consultant who recommended the same strategies that I did . . . I figured this was a strategic way to move things forward.

Question from Chicago Non-Profit:
    How long would you estimate the average charity takes between contacting you and hiring you for a given project?

Deborah Elizabeth Finn:
    It can be months or years. I'm not joking here. This is a serious downside for financial planning and time management. It's important to understand that nonprofit organizations are subject to all sorts of internal and external stresses - and this definitely contributes to an atmosphere of "hurry up and wait."

Question from Jessica Pearl, Stepping Stones Consulting LLC:
    I worked overseas in relief and development for ten years and am now working as a consultant in the US. I have a great deal of experience in organizational development and would love to strengthen the capacity of US non-profits, particularly smaller ones. What are some strategies, apart from a website and joining associations, for establishing credibility in a new market? A related challenge is how to help non-profits see the engagement of a consultant as an investment in the organization as opposed to a luxury expense. Thank you. Jessica

Jonathan Howard:
    Doing free training and speaking is a great outlet to build a profile in your community. Also being an active participant in discussions and joining a good nonprofit board. There's no easy answer to your second part. In my experience it has been demanding funders who have done the most to establish that planning, OD and evaluation are necessary.

Question from Sally Wade, Food Bank:
    Please make some comparisons between consulting and contracting for services, espcially if you are a specialist in a specific area of fundraising, i.e., public relations or grants writing/management.

Karla A. Williams:
    Sally: I am not sure I can separate the two functions. Consulting (advising)requires some level of contracting (hands on work), and vice versa. In the same way you would function in an employed position,by designing a strategy, developing the goals/objectives, creating the methods, and then implementing and evaluating the work . . . as a consultant, you really need to wrap your head/hands around the entire project. Granted, you might outsource functions that you don't have time/expertise to do . . . but for effective management of any idea, the consultant had to be sure his/her advice is implimented successful. That is the true test of a good consultant . . . ideas that actually work.

Question from Lee W-B, MBA student:
    Do you recommend becoming associated with a nonprofit management support organization?

Jonathan Howard:
    Do you mean subcontracting through a technical support organization, or joining a professional association for learning and networking? I've rarely subbed. When I have, I've liked the fact that the prime does all the back office stuff while I focus on work. On the other hand, you always wonder how much they are taking off the top.

Question from Holly Hall:
    Karla, you've been a consultant the longest, I think. What are the considerations people in development need to think about before they take the plunge into consulting work?

Karla A. Williams:
    If you are established and experienced as a development professional, the notion of consulting is sure to cross your mind. It is not, however, a decision that can be made without carefully considering whether the market needs your particular expertise/interest, and if you are ready to change the way you work. Market opporunities exist for capital campaign consultants whose work entails travel, longterm assignments, and project oversight. You can choose the type of environment you want, from being with national firm, to being an independent consultant. If campaign work is not your forte', there are oppotunities to narrow your focus or limit your geographic reach. For instance, you could specialize in board/staff training, special project management, designing new development programs, grant writing, or focus exclusively on an organizational type (such as social service agencies). As a new consultant, you will need to market yourself,to drive busines your way, but overtime, you can be more discriminating in client selection and type of services. The key to success is client satisfaction; consulting requires referrals which ultimately gives you the stability you need to be a consultant for years to come.

Question from Evonne, Amoration:
    How do you adjust your sliding scale accordingly for each group you work with?

Deborah Elizabeth Finn:
    I use a sliding scale that is based on a nonprofit's annual operating budget and FTE full-time effort). The staff number is as crucial as the annual budget, because the more more folks involved, the more complex the work is. This is true, even if they swear that you'll only deal with one point person. (Of course, my experience is that the more folks who are involved, the more rewarding it is, as well.)

Question from Naomi C. Leapheart, small nonprofit/social entrepreneur:
    I'm a young nonprofit leader. When I sit on or facilitate panels, teach classes, or participate in meetings, I'm constantly told I should 'consult'. I don't have years and years of experience, but I do feel I can help nonprofits (and individuals) craft strategic, innovative solutions. What's the best way to build credibility and begin taking on small projects I can manage?

Jonathan Howard:
    You must already have credibility for people to be making this suggestion. You have built it by facilitating, teaching and participating. The next step is applying your creativity to a project. It sounds like you may be good at helping groups think. People love good facilitation. Maybe doing some probono retreats or brainstorming sessions would be a good way to get some work in your portfolio.

Question from Kat Morgan, graduate student in organization development:
    What current trends are you seeing in consulting with non-profits and what do you see on the horizon?

Karla A. Williams:
    Another great question. Most nonprofit organization's are in their 3rd or 4th stage of organizational growth, causing them to behave in highly structured ways, especially in the way they make decisions ("we tried that, and it didn't work" or "we need to get everyone involved before we do that"). The result is that consultants have to be more skilled in organizational development than in just fundraising, to affect the kind of changes that most mature organizations need (such as realignment or reframing to be relevant to new constituencies) Consultants of the future will need to know all about organizational psychology, culture, leadership development, group dynamics, resource utilization, financial proformas, and the like. From a marketing perspective, fundraising strategies are becoming more closely tied to other revenue streams, so consultants have to be as savvy about business practices/strategies, and how they impact philanthropic approaches. I would suggest that anyone wanting to be a consultant should learn everything about organizational development, so their fund raising recommendations are applicable. development.

Question from Barbara Ellerbrook; Bariff, LLC, new consulting firm:
    What is the best way to get your name to the general public for consulting opportunities?

Deborah Elizabeth Finn:
    I've found that creating and moderating online forums in my area of expertise is the best form of community service AND the best indirect marketing tactic. I try to make myself useful in providing news, advice, analysis, and encouragement to collaborate - and I gather that this has a laid a foundation for what they tell me is an international reputation.

Question from Cindy NeSmith-consultant:
    I am fairly well established in my state, how do break into markets in other states?

Jonathan Howard:
    My state is so tiny that I bump into Conn. and Mass. without much effort. But, they do have their own structures of state funders, community foundations, technical support organizations, professional associations, etc. An easy first step is to list yourself on consultant listings, but you won't get business unless you explore these channels by phone and personal interviews and attending meetings and conferences.

Question from Sheila Mauldin, student in MNM program:
    I've worked in a nonprofit 25 years and now I'm getting my masters in nonprofit management. How do I get started with consulting?

Karla A. Williams:
    Well, you are more than half-way there! You are experienced, and you are expanding your horizons. The first challenge you have is to define your territory; by that, I mean what kinds of organizations do you prefer (because of their mission,such as education, social services, the arts, etc.). Then decide what types of development strategies you enjoy the most, and where are you the most innovative (boards, annual, capital, volunteers, staff, campaigns, etc.) Then you can decide the scope of services, the extent of your geographic reach, and finally, how to price services. A strategic business plan is a must, for at least the first few years (the years when you never know where a check is coming from). It will take about 5 years to become fully established as a consultant, in the same way that it takes five years to build an integrated development program. As I said, you have a great start!

Question from Chicago Non-Profit:
    What do you find your chief competition to be in your field?

Jonathan Howard:
    Sometimes no-cost volunteer retired executives beat us on price. Other times larger agencies have more bells and whistles and seduce clients who we are sure would be happier with us. When it comes to paid peer consultants, we compete, but there really does seem to be enough work to go around.

Question from Sara Smith:
    Are there specific skills that you would recommend that someone have or courses that someone should take to help them develop a consulting practice?

Deborah Elizabeth Finn:
    Yes! Nonprofit management and finance, of course. But I'd also strongly recommend cultural anthropology, social psychology, etiquette, and ethics.

Question from Kirsten, new consultant:
    What are the two or three primary ways you use to reach potential clients and secure new contracts?

Karla A. Williams:
    Well, you may find my answer quite different than most other consultants, because I don't look for clients, they always come to me. So, I don't do any marketing. First, when I entered consulting, I was well established, both locally and nationally as a successful development officer. That being said, I had gained the necessary credibility to be a consultant. Second, I have never used marketing materials, web-sites, or booth sponsorship . . . in fact, until a few years ago, I didn't even use many business cards. Third, I believe the best "leads" come from informal networking, referrals from former clients, and from volunteers who found your consulting personally/professional beneficial. Consultants have very visible "reputations" -- so you want to be sure you do everything to be out there, and they may be to charge fairly and over-deliver. I have two practices that I use, to be of value to the nonprofit community. I regularly give counsel without charge (limited amounts of time, of course), and I "keep" clients for life (I try to stay in touch with them long after the client contract is over). I hope this helps you.

Question from Barbara Ellerbrook; Bariff, LLC, new consulting firm:
    My husband and I have recently formed an LLC. He is an MBA/CPA, retired controller for a Fortune 500 company; I am a retired former Executive Director with a Master's in Human Relations. I worked with numerous social service organizations, some with multi-million dollar budgets and 50+ employees. We are doing some small consulting jobs - my husband from a fiscal/budgetary point, and me from grant's development and other administrative areas. We are unsure as to what to charge for our services. Together, we have nearly 60-year's of high-level technical and administrative experience but we have not been able to find challenging work up to this point. We don't want to over/under price ourselves. Thank you.

Jonathan Howard:
    I think per-project pricing is a good way to make sure you and your client both get a fair deal. Consider the results you will deliver and the real value this has to your client and propose a fee accordingly. Bear in mind (and remind the client gently if necessary) of the difference between hiring you and hiring new staff who would need space, equipment, benefits, etc. indefinitely. There is a premium on our time because it comes with so few strings attached

Question from Heather C, Educational Institute:
    How many years of experience and at what level do you recommend before someone tries consulting?

Karla A. Williams:
    This is a very practical question. I will admit, that I am quite biased about this, so I hope I don't discourage too many people from wanting to be consultants, without field experience. BUT, I feel that the nonprofit sector with all its complex organizational components, demands that fundraising consultants be steeped in the history of philanthropy, the philosophical motivations of donors, the tried and true fundraising theories, etc. Therefore, if one has not spent at least 10 years "in the trenches" and a few more years "at 30,000 feet", I just can't imagine how they can give salient counsel. This may beg the question, "why there is so much criticism of consultants" I suspect, in part, it is because some consultant's advice doesn't produce what they said it would, because they were outside their element or expertise. So, my answer is 10 years minimum of practical experience.

Question from Kirsten, new consultant:
    Have you seen much of a market for small nonprofit organizations who are just getting started in fundraising? Either to mentor their new development person or serve as an outsourced development director?

Karla A. Williams:
    There is a huge market for small nonprofit organizations to design fundraising programs, and this is one of the most exciting areas for consultation. Consultation in such cases, would focus on building a comprehensive, integrated, and board led fundraising program. Mentoring would certainly be a part of that. As for "outsourcing" development, I would not recommend that, because fundraising is "outside" the culture of the organization, and we have enough evidence to demonstrate that having a "culture of philanthropy" is an organizational asset to fundraising. The key to working with small non-profits, is a year-long, deliberate schedule of activities that they can manage, both from the standpoint of time and resources. Going slower, is better is this case, so you build a sustainable program, that is thriving long after you are gone. Even a small nonprofit can afford a small monthly retainer, if they are serious about getting into philanthropic fundraising. Hope this answers your question.

Question from Cantor Gail Karp of Temple Emanuel, CFRE, GPC:
    What elements are essential to include in your cover letter? your marketing brochure? Do you need a stand-alone web site? Should these basically all have unduplicated information or can they all contain the same focus and factual materials?

Jonathan Howard:
    We don't have a brochure and we don't solicit business by mail. Covers are written individually for proposals after an initial conversation or even a series of discussions and will respond to the specifics of the client's needs and our particular qualifications and achievements in that area. Ideally, each communication has its own message, but picks up enduring themes we want people to associate with us We need our own web site to show off our intellectual capital and breadth.I think these days every consultant has to have a home base on the web to be credible.

Question from Eleanor, consultant in training:
    How do you evaluate the effectiveness of your work, apart from client satisfaction.

Karla A. Williams:
    Measuring effectiveness as a consultant, is similar to measuring your effectiveness with donors. What do THEY think, about their relationship with you (or an organization)? Evaluation is both quantitative and qualitative. You can measure the output (did you achieve your stated goals and objectives); were you "on time" with reports, responses, recommendations, etc. Are your clients progressing --- without you? The goal for every consultant, is to cause change to occur, for the better. So, if your client organization is able to keep the pace going, to expand their work, to raise more money, to retain more donors, to have more market impact . . . you have been successful. I would try to build in measurable outcomes to every consultation, so that the client's expectations and yours are the same. Thanks for asking this great question.

Question from Cheryl Dancey, Walsh College, Troy MI:
    I am a database administrator, 9 years experience primarily with the Raiser's Edge database. I am also a certified project manager. Do you see a need for technical consulting, database analysis in the non profit sector?

Deborah Elizabeth Finn:
    *Sigh* Raisers Edge. That's a whole can of worms. Meanwhile, there's a desperate need for folks who can fix, administer, or migrate the legacy databases (usually MS Access) that many nonprofits are using.

Question from Allie, small nonprofit:
    How do you handle this problem of billing by the hour: I make a successful call to a reporter to pitch a client. The actual call may have only taken 15 minutes, but all of my background, experience, skills, and relationship with that reporter come into play. What is an alternative to billing this work by the hour?

Jonathan Howard:
    Project pricing. Get paid for results, not minutes.

Question from Susan, In the Process of a Position Seaqrch:
    Similarly to Elizabeth, my position has been eliminated. I have several options , two of which are projects and both organizations are particularly interested in my ability to bring my donor relationships to the table. How do you handle this as a consultant without conflict.

Deborah Elizabeth Finn:
    Transparency, transparency, transparency!

Holly Hall (Moderator):
    Well, it is now 1:00 p.m. and time to end today's chat. It has been a pleasure moderating this discussion--with such good questions and talented guests. We will publish a transcript of the chat shortly, and I may be able to include some of the questions/answers we didn't have time to include. Please join us at the same time and place next week for our next live chat.