March 16, 2017 | Read Time: 6 minutes
Two perennial pressures — the need for more money and the desire to solve problems — often pull nonprofits to take on work that falls outside of their stated mission. Both forces are intensified this year, making it a dangerous time for charity leaders who must decide which projects to tackle and which donations to pursue.
Financial need makes it difficult for leaders to turn down money for programs, even if those programs are not a good fit. If proposed federal budget cuts come to pass in 2017, that pull may become even stronger.
“Nonprofits are already bracing for sweeping reductions in a lot of their programs,” says Larry Checco, a consultant to nonprofits. “As the government retracts or retreats from providing the amount of social services these people need, I think a lot of governments are going to be relying on nonprofits to fill the void,” putting even more pressure on charities to increase services.”
Staying focused on issues related to a nonprofit’s mission can be challenging for leaders and staff members alike. For example, when a natural disaster strikes, community-minded people often want to help, and it can be tempting to stretch your mission to include some form of response. Widespread angst about President Trump’s policies may tempt charity workers to direct their attention toward helping immigrants and refugees or fighting for their rights, even if that is far from their mission.
Add to the equation a concern that the news of the day will eclipse nonprofits working in other areas because of the overwhelming attention and donations directed at charities battling Trump’s policies, and it becomes even harder to resist getting involved.
But it’s critical for nonprofits to remain true to their missions, experts say.
“In the nonprofit world, you only have one chance to have success with a program,” says Sofia Crisp, executive director of Housing Consultants Group, which teaches people about financial literacy and homeownership. “If the outcomes are not good, that reflects on your organization. Taking money for things you’re not equipped to do turns into something negative.”
Ms. Crisp knows this well. During the mortgage-banking crisis that led to the 2008 recession, government grants and private donations became available for programs that dealt with hunger and homelessness. Those issues were not directly related to the work of Housing Consultants Group, so the nonprofit did not apply for the money.
Some of her peers at other nonprofits made a different decision, she says, and their leaders ended up enmeshed in problems they were ill equipped to handle.
Here are five things nonprofit leaders can do to avoid mission creep, say experts:
1. Make a mission statement and a strategic plan
The ultimate safeguard against “mission creep” is a strong mission statement. It should articulate “this is what we’re capable of doing, this is what we’re good at doing, this is what we’re known for doing,” Mr. Checco says.
The next line of defense is a strategic plan that explains in detail how your nonprofit will carry out its mission. Jay Love, chief executive of nonprofit technology firm Bloomerang, recommends that a strategic plan look three years into the future and advises evaluating the plan every year to make sure it’s still relevant.
But once the plan is in place, he says, stick with it.
“When you get presented with this opportunity, compare it to your strategic plan. If it doesn’t match, you don’t do it unless it’s game-changing,” he says. “Hopefully that strategic plan is exciting enough to funders and donors that they can stay within the confines of that.”
2. Make your mission clear to supporters
Marketing your mission accurately can help bring in money for programs you’re qualified to run. If your marketing doesn’t match your mission, you may need to revise how you sell your organization.
That happened to the Epilepsy Association of the Eastern Shore. The decades-old nonprofit had long served people with many kinds of developmental disabilities, but because of its name, people assumed its work was limited to epilepsy. So in 2012, the president, Debbie Palmer, decided that the name had to change for the charity to reach more people in need and raise more money from donors.
After a long night of discussion, board members came up with a name that better reflected the organization. It’s now called United Needs & Abilities, to highlight the skills its clients have, not just their challenges.
Since the name change, the organization has attracted new corporate support: A local car dealership now sponsors the charity’s annual golf tournament.
3. Run new ideas past a team of leaders
Frequently checking ideas with organization leaders, such as the executive team or the governing board, will help your nonprofit stay on track. Other groups can help, too.
Movember Foundation, which works to spread awareness about men’s health concerns, focuses on prostate and testicular cancers and mental health. To prevent the nonprofit from expanding beyond its capacity, leaders run ideas by the group’s global scientific committee. The committee offers its recommendation on whether a specific health issue is of unique concern to men and whether Movember has the resources to make a difference confronting it.
“What you say no to sometimes defines you,” says J.J. Owen, Movember’s director of development. The organization doesn’t stray from its focus because it doesn’t want to dilute its strengths, he adds.
4. Seek new, mission-appropriate revenue opportunities
As government money dries up, Housing Consultants Group is seeking new opportunities to bring in earned revenue that falls within its mission. That has included charging affordable fees for some services it offers clients, taking a commission on real-estate deals it oversees, and pitching contracts to local municipalities for programs such as homebuyer education.
“They need the services, and they’re willing to pay for it on a monthly basis,” Ms. Crisp says of municipalities.
The nonprofit has also found a willing partner in many banks that want to support its financial-literacy programs.
Bringing in money that matches your mission requires your nonprofit to make its expertise visible to potential partners and consumers, Ms. Crisp says.
“You have to be creative, you have to have a vision, and you have to be out and engaged in the community,” she says. “Opportunities don’t come to you.”
5. Suggest other outlets to help
It can be emotionally difficult to turn away a case or cause that’s outside the scope of your mission. But just because your nonprofit can’t serve someone doesn’t mean that you can’t help at all.
If someone seeks assistance that is beyond United Needs & Abilities’ scope of expertise, Ms. Palmer says, leaders “make sure we have found some information for them and send them to a place they can get that special care.”
