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Margaret Linnane was distraught and dumbfounded. In addition, she was fuming. She had just arrived home from the funders’ meeting where she had been asked questions that came close to challenging the very purpose of her nonprofit organization. She had been unprepared for the very tough questions the funders had asked and she knew that she would need to be much better prepared for the next specially scheduled meeting in one month. She needed answers to the funders’ questions and she wondered how to achieve these answers in four short weeks. Linnane and the Rollins College Philanthropy and Nonprofit Leadership Center (PNLC, or the Center) staff put other efforts on hold while they worked intensely to prepare for the upcoming meeting. They gathered all the documents on the PNLC’s mission, vision and strategic plan. Brainstorming started. What information did they need to compile to convince the funders that the PNLC’s services (such as networking among established chief executive officers (CEOs) and foundation directors, and introducing newcomers to the nonprofit community) contributed to the professionalization of nonprofit leaders and organizations while addressing critical community issues and fulfilling the PNLC’s mission - even if such services had not yet generated any revenue? What outcome measures were appropriate for assessing the success of non-income-generating activities such as networking? To start to search for answers to such questions (and others), Linnane decided to review PNLC’s performance from the last two years and to build a strategy for 2011/12. Time was of the essence because without the support of funders, Linnane would be hard-pressed to continue offering the now well-accepted networking activities.