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Your local community foundation is a tremendous resource for your organization. Specifically, in our last Roundtable, we had the privilege of hearing from Shaun Shira and Jonse Young who work at the Grand Rapids Community Foundation. In this blog post, we will answer some of the most popular questions about community foundations and donor advised funds.

Why are Community Foundations Important?

Community foundations bring together financial resources of individuals, families, and businesses to support effective nonprofits and they play a key role in identifying and solving community problems.

What does the Grand Rapids Community Foundation do?

Primarily, they provide grants for nonprofits in Kent County. Also, community foundations teach and promote philanthropy, act as an intermediary organization between nonprofit and donor, and increase the accountability and operating standards of nonprofits.

What is a Donor Advised Fund?

A donor-advised fund is a charitable investment account, for the sole purpose of supporting charitable organizations a donor cares about.

Why would a donor consider a donor advised fund?

First of all, they would consider a donor advised fund because as soon as the donation is made there is immediate eligibility for a tax deduction. Some other benefits are simplified record keeping, the ability to name the fund, having legacy planning and strategy, and it directly supports what the donors care about.

Why the Grand Rapids Community Foundation?

The Grand Rapids Community Foundation is almost 100 years old and was Michigan’s first community foundation. They have awarded over $200 Million in grants and they are a trusted steward of the community’s resources.

What types of funds does the foundation have?

The foundation has a primary fund called Fund for Community Good. They also have field of interest funds, nonprofit funds, scholarship funds, and donor advised funds.

What areas of interest does GRCF fund?

Grand Rapids Community Foundation funds organizations with a focus on education, health, neighborhoods, engagement, prosperity or the environment.

How would someone set up a Donor Advised Fund at GRCF?

First of all, they would meet with Community Foundation Staff to discuss the goals, the funding of the donor-advised fund, the investment pool options, and determine the ultimate purpose of the fund. Then they would create a fund agreement and begin an orientation period.

How does a Donor Advised Fund work at the GRCF?

Individuals, families or businesses recommend grants to the nonprofits they care about most. If desired, donors can design a family grantmaking plan that includes the next generation.

What is the difference between an Endowed Fund and a Non-Endowed Fund?

An endowed fund is a perpetual fund from which grants are given annually and a non-endowed fund is one in which grants are given throughout the year.

How does my nonprofit get access to these Donor Advised Funds?

Donor advised funds can be a great source of funding for your organization. First of all, you should ask your donors if they have a donor advised fund. You could also look at the list of donor advised funds on the community foundation annual report and connect with the community foundation philanthropic services team. Lastly, you could consider adding a donor advised fund option on your fundraising cards, letters, etc.

Learn more about the Grand Rapids Community Foundation on their website!

Now more than ever, grantmakers are focused on ensuring that every grant dollar has the greatest impact possible on people and communities. This means that the most competitive grant applications should incorporate strong evaluation plans, complete with goals, objectives, outcomes, and methods of measurement. For many nonprofits, developing an evaluation plan can seem daunting. However, with the right tools, you can develop a plan that is clear, realistic, and actionable – and impressive to funders! With a few evaluation basics, you can transform your big picture vision and mission into evaluation plans that grantmakers will love.

To cover first things first, however, you should understand why evaluation is important in seeking grants. Almost all proposals these days require an organization to state the outcomes they plan on achieving – and then to report on those outcomes in a progress or final report. A strong evaluation plan with clearly articulated outcomes will make your proposal more competitive. What’s more, if you actually follow your plan, and can show evidence of your success, grantmakers will be more likely to give you funding in the future.

Understandably, nonprofits can get frustrated when it seems like they must develop a new evaluation plan with new outcomes every time they apply for funding. And it’s true, funders will have different requirements for what they expect out of an evaluation. However, if you do the work to develop a strong framework for your organization or program’s evaluation plan, you should only have to tweak it slightly to fit with different funder requirements. Which gets us to our first big recommendation…

Build a Strong Foundation

With certain pieces in place, your organization will have fully developed, strong, and strategic framework for why it does what it does to achieve its intended impacts. These pieces include:

Theory of Change: a comprehensive description and illustration of how and why a desired change is expected to happen in a particular context; includes information on the need, target population, core program components, outcomes, supporting research, and hypothesis. For more information, visit: https://www.aecf.org/TOC

Research and Evidence-Based Models: evidence to show that the work you are doing will have its intended impact. This may include a literature review, which is a comprehensive overview of knowledge available on a topic, or utilization of an evidence-based model, where you can identify clear components that have shown to be effective through research or evaluation.

Program Model: to be able to evaluate your program, you need to know exactly what your program is. Make sure you have the key components of a program model clearly defined: goals and objectives, target population, services provided, dosage of services, staff required, resources required, and timelines.

Logic Model: A systematic and visual way to present your understanding of the relationships among the resources you have to operate your program, the activities you plan, and the changes or results you hope to achieve. Some grantmakers require you to submit a logic model with an application. For more information, visit: https://www.wkkf.org/logicmodel

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Now that you have a strong foundation in place, you are ready to get into the specifics of your evaluation plan. For this, it’s important for you to understand some basic principles of data collection and evaluation design…

Basic Data Collection and Evaluation Design

Funders will ask you to describe your evaluation plan. To do this, you will need to know types of data collection methods and purpose – how will you collect data to measure your outcomes? You will also need to know different types of evaluation design – how do you plan to implement your evaluation?

There are many ways to collect data. Surveys, interviews, focus groups, and observation are all options. You will want to consider many factors in deciding on what method(s) to use. Do you need a large sample size? Will statistics suffice, or will you need more detailed narrative that can only come from actually speaking to another human being? How much time do you have to collect data – and how much money? Ultimately, the biggest factor is what type of data collection method will best measure your intended outcomes. For more information, visit: https://www.cdc.gov/methods

As for evaluation design, this is about when you collect your data. A few basic examples include:

• Post-only: data collection occurs once, after an intervention occurs.
• Pre/Post: data collection happens before and after the intervention. This can help show the change that occurred as a result of the intervention.
• Longitudinal: data collection occurs at multiple points over time. This can help show the impact over a longer period, as well as trends.

For more information, visit: http://toolkit.pellinstitute.org/evaluationdesign

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Finally, you can now put all this information together to create your evaluation plan! Remember, different funders will require different pieces of information for an evaluation plan, so you should always pay attention to what those are. However, as a general rule, a strong evaluation plan will have certain things in place…

Putting it All Together

• Introduction: Overview of problem and program model, prior research on this program or similar programs, purpose of current evaluation, scope of current evaluation
• Description of Intervention: planned work (resources, activities), description of expected results, outputs, outcomes, impact
• Evaluation Methods: questions the evaluation will address, evaluation study design, data collection methods, data analysis plan
• Timeline: How long will it take you to accomplish the following: planning, sampling identification, data collection, analysis, report writing
• Dissemination: How will you report evaluation results? How will you disseminate evaluation results? How will you engage stakeholders in understanding/interpreting evaluation results?
• Budget: Staffing, supplies, equipment, travel for each major evaluation component

Many nonprofit organizations strive to have healthy board engagement. An active and involved board often means strong fundraising support, mission-connectedness, and productive and meaningful board meetings. Unfortunately, as consultants, we regularly hear that board engagement is not where everyone would like it to be, and often, the solution to better engagement can be found within the role of the executive committee.

So many times we hear officers say “The rest of the board just rubber stamps everything – there is hardly any discussion!” –  only to have another conversation with a director who says “It seems like everything is already decided when we get to the board meeting. I don’t feel comfortable asking questions.” Executive committees that meet as often or more frequently than the full board are contributing to this never-ending cycle. This mis-alignment is especially true when the executive committee numbers more than one-third of the total board. The good news is – it’s an easy fix!

A nonprofit board’s executive committee should be charged with only two main responsibilities: 1) Evaluate the CEO and 2) Oversee strategic plan alignment, facilitating necessary strategic conversations within the full board meetings. When the executive committee stays focused on these two tasks, the rest of the board is included in all other discussions, and the executive committee isn’t re-living the same meeting twice each month.

After changing the role of their executive committee last fall, CASA of Kent County Board Chair Heidi Hendricks saw significant change within their board: “The CASA board culture has changed a lot since we eliminated our monthly Executive Committee. Our full board is now engaged, empowered, and valued, which means we can better serve the kids, which is what we all want to do!”

The limited role of the executive committee also supports the CEO in a more productive way. The CEO has an opportunity to keep the board discussions at a strategic level, and they are not required to spend hours putting together similar, but not exactly the same, sets of reports each month. Additionally, executive committee members aren’t repeating conversations each month, and the full board is able to benefit from and participate in the discussion and reasoning behind decisions, making everyone feel more engaged. Occasionally, there is still a need for an executive committee discussion about a specific topic – often one that is of a more urgent or private matter. These additional conversations can certainly be up to the discretion of the CEO and/or Board Chair.

As with any new strategy, you want to be sure that this move is right for your organization. The best next step is to review what the executive committee is accomplishing and engage with staff leadership and the full board to determine if changes should be made. A healthy and engaged board serves the community best!

Kennari Consulting’s Internship Program is designed to inspire the next generation of nonprofit development professionals, by engaging participants in various steps of the nonprofit fundraising process. Main tasks involve directly shadowing our consultants as they work within various components of client development departments, planning educational Roundtable Events for Kennari clients, and providing essential support to the Kennari team and our clients.

The program seeks a diverse student pool from a variety of local colleges and programs, who indicate interest in developing an understanding of the nonprofit sector. Participants leave the program feeling empowered about their personal career journeys, and excited to actively engage with the community.

After welcoming more than a dozen interns to our program, we thought we would check in with a few past interns to see where they are now and what advice they have for future applicants. Quinn Kendra, Sarah Mariuz, Daniel Rivera, and Hanna Werner are all graduates of the Kennari Internship Program and offered the following insight into their experiences.

When did you intern at Kennari?

QK: Fall 2018

SM: Summer and Fall 2015

DR: Summer 2018

HW: Fall 2017

What made you decide to participate in the Kennari Consulting Internship Program?

QK: I wanted to participate in the Internship Program because I was curious about careers in consulting, and nonprofit/community-focused organizations are areas that I am passionate about. Reading through the description of the internship further intrigued me and, after meeting some of the team and interviewing, I knew that Kennari would be a place that I could learn a lot.

SM: I met Kennari Consulting when I was a Junior at Grand Valley State University. Kirstin and Laura (Kennari consultants) came to talk to one of my nonprofit classes. One message was clear: Kennari Consulting was very well-involved in the nonprofit sector. In fact, Kirstin and Laura encouraged us to intern with one of their clients. Like any student, I needed an internship, but I liked the idea of working from their angle. So, I approached both ladies after class and asked, “how can I intern with YOU?” I ended up applying for their internship that spring and by summer I was interning at Kennari Consulting (back in my day – Parrish Consulting).

DR: I decided to participate in the Kennari Internship program because I was struggling with the idea of what kind of career I wanted to pursue. I’m an advocate for the Latinx community, so giving back to my community has always been ingrained in my mind. Therefore, when I found the opportunity at Kennari, I knew that it would be the perfect exposure for not only building my social capital but also to see what kind of opportunities are available for individuals who want to give back and make a career out of it.

How has Kennari helped shape your work?

QK: Interning at Kennari has taught me to be self-motivated. The team trusted me with tasks that I could complete independently and in a method that complements my work style. I have gained confidence in myself that has allowed me to work with less direction than before, making me much more confident to eventually immerse myself in the workforce.

SM: This internship solidified my passion to work in the nonprofit field. Formerly an Accounting major, I switched my major half way through college to Public and Nonprofit Administration. You never know what you truly want to be when you grow up though, until you experience it. Experiencing a nonprofit world through my Kennari Consulting internship was just want I needed to feel confident going out into the “real world.”

HW: One thing that I learned while interning with Kennari is how every nonprofit organization is unique and there is no “one-size fits all” solution. Yes, there are best practices and solutions that have worked for others that you can learn from, but ultimately, it takes a combination of big picture data, knowing your donors, and knowing your industry to talk through the best solution for your organization.

What was your favorite thing about the program?

QK: My favorite aspect of the internship program was the shadowing experience. I loved being able to understand and witness workplace interactions between different positions while also networking with directors of multiple organizations.

SM: What was great about working with Kennari Consulting was that they knew the barriers nonprofits faced – which is often more than one. Their job is to educate and encourage their clients to make changes that allow them to advance their missions. I was able to see the inside challenges and opportunities nonprofits faced and work closely on several internal campaigns, such as a capital campaign, gala, table-hosted event, and the day-to-day work of development professionals.

DR: I enjoyed the staff the most. One thing that greatly helped me during my time at Kennari was the team. Every day was a joy working with them and they were very open and willing to help with any questions I had. I learned a great amount from the team members and they gave me insight into the world of fundraising.

Where are you in your career now?

QK: I just graduated with a Bachelor’s Degree in Public and Nonprofit Administration from Grand Valley State University! I plan to continue my studies in graduate school at Michigan State University as a part of their Urban and Regional Planning program.

SM: For the past 3+ years I have continued my journey in the nonprofit sector. I now work as a Community Development Manager for the American Cancer Society (ACS). I have the privilege of working with countless volunteers on events that are making a difference in the lives of those battling cancer. Together, volunteers and myself, are hosting successful Relay For Life events, as well as other fundraisers that raise needed dollars to support the fight against cancer.

DR: I am currently finishing my undergraduate degrees at Ferris State University. I plan to complete my undergrad experience in the Fall of 2019. This summer, I will be studying abroad in Costa Rica and, upon my return, I will be working at the West Michigan Hispanic Chamber of Commerce. Through this office, I will be working for the Building Bridges through Education Program, which helps bridge the gap between Latinx college students and employers to connect them with internships, employment, and professional networks.

HW: Right now, I am still in the beginning stages of my career. I was able to land a full-time position as a Development Coordinator right after graduation and am working daily on fundraising initiatives and strategies, as well as marketing. I get to write, plan and be a part of events, and work on various communications such as email marketing and printed materials.

What would you say to someone who is thinking about applying for the Internship Program?

QK: I would tell anyone who is interested to apply for an internship at Kennari! I truly think that all types of workers and learners could thrive at an organization like Kennari. If one were to apply, I would advise them to be open, honest, and humble themselves. Applicants do not need to know everything about nonprofits, consulting, or fundraising when applying or interviewing for an internship at Kennari. It is a learning experience!

SM: Even four years after my internship, I can still say that I consider those at Kennari Consulting friends and mentors. I truly feel that my internship all those years ago shaped me into the development professional I am today.

DR: Be open to new ideas. In this position, you will be able to meet several people, research many organizations, and do unique work. Coming into the office with an open mind is the best tip to make the best out of this experience.

HW: Stay connected. One of the most valuable things I have found is to stay connected with people along your journey – internship supervisors, professors, bosses, etc. Build relationships and leave great impressions. These connections provide mentorship, network, and various opportunities (and a great reference)!

To learn more about internships at Kennari Consulting, contact our internship supervisor, Kim Kvorka, at kim@kennariconsulting.com or check out our page on Handshake.

Recently, 21 Kennari Consulting clients shared results from their 2018 Year End Appeal. They represent organizations of various sizes and across several sectors. Though this data is not meant to be compared to an “official” study coming from Blackbaud or Network for Good, it can be a helpful guide in benchmarking among peers.

For analysis purposes, data was split into two categories: organizations that solicited OVER 1,000 people and those that solicited FEWER than 1,000 people. Below are a few takeaways that came as a result of the analysis.

• Staffing levels will impact your results. If a development staff leaves shortly before or during the planning process, or there is a new staff unfamiliar with the process, you might see results that are lower than your typical return. On the other hand, if you hire new development staff with a role dedicated to managing your year end activities, you might see an increase in your results.
• A well-defined list will optimize results. Sending your appeal to more people does NOT mean you will get more donations! Do not send to everyone in your database. It’s likely that you have many people in your database with very lapsed gift history or no previous giving at all. Focus on three to five segments of donors and customize your ask verbiage to each group, typically mailing to those who have activity in the last five years.
• It’s not about flashy materials. You don’t have to spend a ton of money to design and print catchy materials for your appeal to work.
• You shouldn’t measure the success of your appeal solely on how it does from one year to the next. Giving at events, to newsletters, and the timing of individual major gifts can skew numbers from year to year.  Numbers being up or down doesn’t necessarily mean it was good or bad, but you should be familiar with where and why the variances are.

In the included PDF document, you will see the Mean (Average), Median (Middle), Max (Highest), and Min (Lowest) values for eight key data points of the year end appeal. How does your year end appeal compare?

Download summary data: 2018 Year End Data Summary

Gift cultivation is just like growing your own garden: roses will need different attention than daisies.  Just as donors become engaged with your organization through different channels, their needs are different in terms of stewardship and cultivation.  This means that while some donors want to attend a group tour or event, others may prefer a one on one meeting, or engaging with your constituents directly. Everyone is different, and each donor prospect is going to respond differently to a different level of engagement with your organization. In order to build and maintain a robust major gifts program, organizations must keep a “garden” mentality, using care and deliberate action to get results.

Major Gifts are defined by three things:  the amount, the process that garners the gift, and the source.  A major gift for one organization might be $250, for another it may be $10,000.  The particular dollar amount is the highest level at which you have a critical mass.  This is also the level of donor that is manageable for you to cultivate on an individual basis.   These donors may be individuals, foundations, or corporations – any gift that is part of this highest critical mass should be considered a major donor.    This group of donors is your base for your major gift program, or your organization’s “donor garden.”

A successful major gifts program plays a critical role in your organization’s strategic plan success and mission advancement.  As the strategic plan provides the vision and mission and details the initiatives that move that mission forward, a robust major gifts program can provide the funds to resource those initiatives.  And, your major donors not only want to know you have a strategic plan, but they also want to help you reach your goals.  But, you have to share your vision and future plans with them in order for them to see how their dollars can help.  All of your donors are interested in your success, a major donor is interested in how you are going to get there.

Your plans for growing your major gifts should include a strategy to share your vision and goals with donor prospects regularly, without making an ask, so that when it comes time for them to renew or increase, they know what your needs are, and they can respond.

Not all of your donors have the capacity to become major donors, but your job as the “master gardener” is to give them the opportunity to get to their own highest level of giving. This means that as you are able to bring prospects in through a strategic point of entry such as an event or tour, you are taking the time to determine what the next step should be to give that person an opportunity to learn more about your organization.

One of the most common issues we hear from our clients is that they can’t seem to connect with a major donor prospect after inviting them to different events.  While it might seem like this donor is simply not interested in your organization, another explanation is that you just haven’t found the right cultivation step for them.  As you look at your cultivation options, consider which types of donors might like to attend which activities. Someone who would be thrilled to have lunch with the CEO or Artistic Director, would not be as interested in attending a large group event or house party.  This is why each major gift prospect should be considered individually, so they can be brought to their highest cultivated gift for the organization.

A great way to better understand your donor prospect, and begin to cultivate them in a way that elicits the response you are looking for, is to engage with a volunteer that knows the prospect.  A good connection can tell you whether what part of your organization is probably the most interesting to them, and how they might like to learn more.  Another way to determine the right path is simply by listening to the donor when you are talking with them.  Do they seem uninterested in your idea or are they simply too busy?  Have you asked them how they got interested in your organization in the first place?  Many donors are happy to tell you what interests them, and you can use this information as you consider the right pathway.  However, if you only try to reach them by mailed invitations, you don’t have an opportunity to learn more about them.

As your development team considers its “donor garden,” and how to care for the donors in it, you should create an action plan for the next three steps that you plan to take with that donor.  One step may be to engage a volunteer, another may be to invite them to a speaker series you are holding, and another may be to personally share a recent “win” for the organization.  As these three steps are mapped out, a staff member should be identified as the person who will ensure the identified pathway is taken.  In addition to the cultivation plan, there should be an intended target ask amount.  This ask might happen two months after the first step is taken, and it might happen a year later, but there should be an ask plan that matches the dollars you have identified in your development plan.

Your cultivation path should be a fluid, dynamic document.  A missed first step can derail the rest of the plan, and your action plan should reflect that shift.  Additionally, your plan doesn’t end when you receive the gift.  Once the gift is received, you should be planning the next steps to steward the gift, and show the donor how your organization is a good investment.

Every organization wants to know how to move the needle on the issue that their mission addresses.  I often have people ask me how they can make a significant improvement on their fundraising results – how can they go from good to great?  The answer is always a robust major giving program.  A deliberate plan to bring individual donors closer to your organization is the best way toward real mission advancement.

How does Leverage work? As in physics, leverage is a simple tool to make your work more effective. It is loved by funders (those supplying the leverage), donors (those who meet the match), and of course, the organizations who receive them. Leverage uses a gift from a funder to inspire giving from other donors and take three different forms:

True Challenge:  All or nothing ~ Real urgency   (least common)
Match:  As much as is raised ~ Less risk
Challenge giving: No risk ~ hope to inspire giving  (most common)

Depending on how they are structured, Match or Challenge Gifts are great ways to help with the 3 elements of fundraising – Renew, Recruit, Cultivate. If applied to support new programming, they may recruit new donors who take an interest in your expanded work. If part of a Capital or Endowment Campaign, they might cultivate much higher giving from donors who support your operations, or annual fund.

Why is Leverage so attractive?
Funders like it from the Big Picture viewpoint. They see that by offering a challenge or match, they can make a large impact and help an organization move towards greater sustainability. Donors with more modest means like to see their dollars go further and that they are part of a group effort to support an organization they love.

Leverage in Campaigns is part of Campaign Design, or how the campaign is structured to be attractive to donors. It can be targeted to staff, family foundations, businesses, or other specific groups unique to the organization or campaign. Match or challenge gifts can help spark the early adopters to give, help give a boost in the middle of a campaign, or be the inspiration to finish the public phase and meet campaign goal.

Leverage in annual fundraising is a really good way to inspire giving to specific programs, to increase size of giving, bring in new donors. It is often used at events to encourage “new and increased gifts” or can be a match that lasts for an extended period of time. Consider how you can take advantage of a specific situation such as honoring a long-time leader, starting a legacy society, or celebrating a milestone year.

Using the Leverage
Make sure to have clear and accurate talking points for the specific leverage you have secured. Share it with all who could be ambassadors for making sure you meet the match or challenge. This includes staff, board, and committee members. Additionally, look for ways to include it in newsletters, e-blasts, appeals, on the website and in social media posts. Keep good records of your progress to share with the funder, your board and the donor base.

Securing the Match or Challenge takes building relationships with your donors. Look at those who are already strong supporters and consider asking them to make a larger gift as a match or to be part of a pool of donors who, together, supply a leverage gift. Is it okay to ask again? Yes! (Unless they said it’s a one-time offer.) If the match was successful this year, be sure to share the impact with the donor – your gift helped us start a new program, inspired increased giving at the $500 level, brought in 75 new donors – and see if they’re interested in doing it again.

Leverage is a great tool for increasing your fundraising. Look for strategic ways to secure and apply Challenge or Match gifts and you can help your donors make a bigger impact, which in turn, helps your organization grow its mission!

Every nonprofit makes a donor software decision at some point. Maybe you’re a small organization that has gotten by with spreadsheets to track contact information and have used your accounting tool for donations. Maybe you’ve been in a database for several years, but it just doesn’t seem to fit your needs any longer. If you are starting to feel like it’s time to make a move into a new donor database, how do you choose? Here are five tips to help make that decision.

• Needs List – Develop a list of functionalities that a database must have for your organization. Beyond that, what are some tools that would be a bonus to have? You might not need an email tool built in to the software, but you should want your acknowledgement letters processed out of a database in a relatively easy fashion.
• Demos – Most donor software tools offer a webinar introduction that lasts 30-60 minutes. This alone should not be enough to make your decision. If you wish to look at a tool beyond that demo, reach out to a sales representative for a more detailed one-on-one consultation to review some specific examples of reports, or other tools. The Needs List you created will come in handy here!
• Peer Review – Reach out to other similar organizations in your area to find out what donor software they are using. Also find out if there are local user groups for some of the donor software options you’re considering. Conversations with peers are a great opportunity to get real-life pros and cons of different systems from hands-on users. Make sure you talk to someone who is actually using the new system you are looking at – everything looks good in a sales demo. Find out what actual users love and hate about it.
• Pricing – Do not let pricing alone dictate your decision. While it’s important to find a cost-effective solution, you do not want to sacrifice finding something that meets most or all of your needs simply because it’s “free.” Also, find out how long the pricing will stay at the rate you sign on with. Most software is now a subscription-based cost, and we’ve seen a few double or triple in year two and three for users. What sounds affordable up front might not be that way in a few years.
• Support & Training – Find out what ongoing support the software company offers. Some have free support in the form of email only, while others include live chat support. Also, discover what sort of resources are available for your organization to learn the tools. Do you learn it on your own or are there webinars, one-on-one training etc.? You will want to ask if these are included or an additional cost.

If the decision is still challenging, ask for help! There is incredible potential with having the right system – and incredible time wasted in making a move into the wrong system. It’s worth the extra time.