The Number One Job For Nonprofit Boards: Avoid Mission Creep
Military historians and experts coined the term mission creep to describe military
operations that started with one purpose, but drifted to another—think Korean War. The war
started to protect southern Korea from an invasion from the north; however, the mission crept
from protecting the south to reuniting the Korean peninsula. Of course, the existence of North
and South Korea reminds us that the mission crept to failure.
Today, mission creep describes any organization or policy that gradually creeps in a
new direction—often fueled by a perceived opportunity or crisis.
Nonprofit boards have certain fiduciary duties to the nonprofit corporation, including the
duty of obedience. While traditional for-profit corporations generally exist to maximize profits
for stockholders, nonprofit corporations exist for a particular purpose or mission. The fiduciary
duty of obedience demands that board members ensure that the nonprofit:
Follows all applicable laws;
Adheres to its own bylaws; and
Remains loyal to its stated mission.
Mission creep occurs when nonprofit corporations gradually drift from their stated
mission and purpose—either abandoning the stated mission altogether or so cluttering the
mission that it becomes unclear why the nonprofit exists. Often, the mission begins to creep due
to an opportunity or a crisis. Faced with an incredible opportunity, perhaps accompanied by a
check from a well-meaning donor, it is possible for a nonprofit to engage in good works that are
completely separate from its mission. Or, on the other hand, a nonprofit faced with a
crisis—financial or otherwise—may invest its time and resources in efforts that belay the crisis at
the expense of shifting its mission.
The danger is that the real purpose of the nonprofit gets lost or abandoned as the mission
creeps in a new direction. To be clear, mission creep and strategic decision-making are not the
same. A nonprofit may certainly make a decision to expand its mission or transform its mission
completely. That’s not the same as mission creep—which is often subtle, unnoticed, and takes
place over a period of time; instead, strategic decision-making is a thoughtful process engaged in
by the Board with staff and other stakeholders to determine the future of the nonprofit
organization in an intentional, rather than unintentional, manner.
The Board’s Duty
In a nonprofit corporation, it is the duty of the Board of Directors to prevent mission
creep. To fulfill the duty of obedience and avoid mission creep, a nonprofit board can install the
following four (4) safeguards.
1. Review the Mission Statement Regularly.
Before the Board can ever prevent mission creep, the mission must be clearly
understood. To do that, the Board may look at the Articles of Incorporation, bylaws,
and other corporation documents (including any strategic plan). If there is no clear
mission statement, the Board should adopt a statement that is focused, memorable,
and clearly identifies why the organization exists.
2. Ensure that Goals and Budgets are Aligned with the Mission.
To assure the mission is being followed, the Board needs to make sure the
organization’s goals are aligned with the mission by asking a simple question: If we
meet these goals, will we be closer to fulfilling our mission. If the board does not
have goals, then the Board’s next step is to develop a series of goals that when
fulfilled will make the mission more of a reality.
The budget is made up of more than numbers; the nonprofit’s budget reveals its
priorities. As the Board approves the annual budget, it is provided with another
opportunity to sync the organization with its mission.
3. Learn to Say No.
After the allied forces ejected Saddam Hussien from Kuwait through Operation:
Desert Storm, the fervor to take Baghdad escalated exponentially; however, President
George H. W. Bush simply said, “No.” That wasn’t the mission of Desert Storm; that
wasn’t what the allies came together to do. Bush refused to let the mission of ejecting
Iraq from Kuwait to creep to overtaking Iraq.
The president knew how to say no.
There are times when Board members have to do the same—say no to great
opportunities that are clearly not a part of the nonprofit’s mission.
4. Hire with the Mission in Mind
The selection of the nonprofit’s senior leader is arguably the Board’s greatest
responsibility. In making such a selection, the Board is afforded another opportunity to
reflect on its mission and select a senior leader dedicated to developing strategies and
taking action steps to fulfill that mission.
Nonprofits rarely veer radically off course in a tragic moment. Instead, they creep off
course over a long period of time. It is the duty of obedience as practiced by the Directors that
will keep the Board focused on its mission.
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