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Mission focused 1

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  • 1. Go! Stay On Target. Be Mission Focused. Go forward.
  • 2. Go! Stay On Target. Be Mission Focused. 50% of Indiana nonprofit missions focus on human services or religious/spiritual development.1 Go forward.
  • 3. Fifteen years ago, when Peter Drucker wrote What Business Can Learn from Nonprofits, veterans of the nonprofit world celebrated. He recognized that business could benefit from nonprofit practices— specifically a clear focus on mission. Proud as we are with Drucker’s affirmation, we can remind ourselves that staying mission-focused requires constant vigilance, discipline and leadership.What makes up a mission? Organizations capture their fundamental purpose, philosophy, and values with a mission statement. A mission answers the basic question, “Why does the organization exist?” Clear and compelling mission statements cut straight to the heart of what the organization does: Inspire girls with the highest ideals of character, conduct, patriotism, and service… Girl Scouts of the USA Rooted in the loving ministry of Jesus as healer, we commit ourselves to serving all persons with special attention to those who are poor and vulnerable… Ascension Health “It is concise, to the point, realistic, operational, inspirational, motivational, informative, and even emotional. It is not too abstract or even too intellectual. A mission clearly states the purpose of an organization. It is forward thinking, positive, and describes success. It is clear and focused so that the reader can identify with the statement. It reflects the values and clearly enumerates the reasons why the organization exists.” 2Funding challenges andother pressures Mission drift involves moving away from mission, usually in pursuit of growth and stability. As funding challenges and the pressures of commercialism close in, staying true to mission is increasingly difficult. We see examples of mission drift everywhere. Charity hospitals abandon the uninsured in defense of the bottom line. A summer camp changes its target market to children with AIDS in pursuit of grant funding. Public broadcasting stations walk a thin line between sponsorship and paid commercial announcements.
  • 4. Should the underlying purpose of an organization be rationalized away in the interest of cash flow? One nonprofit colleague believes that, “The resulting organization might be a good business operated by good people, but in the end, it is worse than just a horse of a different color—it is a horse of an entirely different kettle of fish.” 3 Avoiding mission drift Kay Sprinkel Grace dedicates a chapter in her book Beyond Fundraising to avoiding mission drift. “All community outreach must purposefully emphasize external impact and de-emphasize the organization’s internal needs… The mission must be the message.” She says that the role of nonprofit staff and volunteers is to keep the organization on course. Importantly, she sees that dedication to mission is central to a strong fundraising program. It is the commitment to mission that will energize staff, volunteers and donors for your cause and philanthropy. A Balancing ActHow to Use a To protect the integrity and viability of ourGo! Guide organizations, nonprofits must manage two bottom lines:1. Read the guide text for practical advice. • financial performance; and2. Use numbered “Endnote” links • ethics-based program results. that match with Superscript Sprinkel Grace suggests a leadership style numbers (like this one 1) after that she calls passionate pragmatism. This key text points. You’ll link to involves a convergence of courage, materials that expand on the key points. confidence, creativity and commitment to produce balanced decision-making that,3. Use other Web sites in even as an organization matures, does not the “General Resources” forget the passion of the founders. for more access to practical information.4. Not getting the answers you need? Call for help from the Allen County Public Library Nonprofit Resource Center at (260) 421-1238.
  • 5. How to keep an organization on track To keep an organization on track, nonprofit leaders build and maintain a crystal clear focus on mission. They: refer to mission often, making it a top-of-the mind issue for staff and volunteers; convert mission to hard facts and key objectives; align assets and budget with the mission and objectives; make mission the touchstone for every decision; judge a program’s success in light of its mission; make mission visible— on the letterhead, brochures, offices and other facilities; and have potential board members review the mission to ensure that it is compatible with their own beliefs. Focusing on mission means that the mission is an important component in evaluating the organization’s results. “In the for-profit sector, mission is often translated into the bottom line revenue and value delivered to the stakeholders of the company,” says Kathy Cloninger, CEO of the Girl Scouts of the USA. “In the not-for-profit sector, you look much more at the impact that you’re making in terms of quality of life in a community or in a country. You measure your results very differently.” When the powerful lure of money or another distraction comes along, make sure that your organization remains true to its founding purpose and principles. Mission will be a unifying force when different parts of the organization struggle for direction or scant resources.Target market Answer these questions to protect mission and manage an organization’s resources well: What specific purpose was your mission born to serve? What constituents are central to achieving your mission?
  • 6. Be clear about who the target market is and design strategies for them directly rather than the general public. Sometimes simple human pride wants to tell the world about our good intentions and work. We will be far more effective by being selective and focusing our energies on our key constituents, whether they are program beneficiaries, potential partners or necessary collaborators. If you are tempted to falter, remember the words of Peter Drucker: “Mission and its requirements may be the first lesson business can learn from nonprofits: • it focuses the organization on action; • it defines the specific strategies needed to attain crucial goals; • it creates a disciplined organization; and • it alone can prevent the most common degenerative disease of organizations… splintering their almost always limited resources on things that are interesting or look profitable rather than concentrating them on a very small number of productive efforts that boil down to what and for whom.” 4Copyright © October 2004 all rights reservedResearch was completed October 21, 2004. The sites below were active at that time.For your convenience, copies of all information are available at the Allen CountyNonprofit Resource Center.Endnotes General Resources1 This site has an on-line course in Indiana Nonprofits: Scope and Community Dimensions; nonprofit program design and marketing: http://www.indiana.edu/%7Enonprof/results/nps http://www.managementhelp.org/prog_mng/np urvey/insprofile.pdf _progs.htm2 Kay Sprinkel Grace; Beyond Fundraising, An introduction to mission statements; http://www.boardsource.org/TopicPaper.asp? New Strategies for Nonprofit Innovation and ID=98e Mission Statement Investment; John Wiley & Sons, 1997.3 Kim Klein; Fundraising in Times of Crisis; Bruce D. Collins; Mission Impossible? Not If You Can Stick To Your Guns; Corporate Josey-Bass, 2004. Legal Times, Aug 97, Vol. 7, Issue 69. Kay Sprinkel Grace; The Nonprofit Boards4 Role in Setting and Advancing Mission; Peter Drucker; What Business Can Learn from Nonprofits; Harvard Business Review; July- BoardSource, 2003. August 1989. Research and copy by DeLiberty Services
  • 7. 701 S. Clinton St. Suite 210 Fort Wayne, IN 46802-1806 e-mail: info@fwcf.org www.fwcf.org (260)426-4083 fax: (260)424-0114A gift from the Fort Wayne Community Foundation supported in part by a grant from the Foellinger Foundation.