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When long-time Houston real estate developer and philanthropist Dick Rathgeber agrees to provide technical assistance to a local nonprofit community health clinic, he finds himself moved to offer broader advice than that for which he''d been asked. A move by the clinic board to lease and renovate a building as its new office strikes Rathgeber--who''d been asked only for narrow advice about accessibility design for the handicapped--as ill-advised. Despite recent financial reverses, Rathgeber retains a strong impulse toward involvement with nonprofit social service groups--but, at the same time, fears that, in the People''s Community Clinic, he would, were he to become more involved, have to deal with what he considers a lackluster board and an overbearing and suspicious director. The case frames the question of how one giving either time or money should decide whether a nonprofit organization will be a "good fit" for the giver--so that the effort will be both pleasant and, more important, effective. This case was written for potential, but not exclusive, use in conjunction with the book "Half-time: Changing Your Game Plan from Success to Significance," Robert Buford (Grand Rapids, MI: Zondervan Publishing House, 1997. 208 pages).