Keeping the carts and horses in the right order is an important part of having a sustainable nonprofit.
The keys to success are:
Mission first
Serve clients second
Cultivate donors third
Manage resources wisely fourth
Most meetings and discussions focus exclusively on managing resources (technology, money, staff time, equipment, etc.). A recent project status meeting focused on whether the project was on time, within budget, and the way around some of the problems affecting progress.
The discussion ended without anyone asking:
Will the mission be stronger because of our decisions?
Are our decisions going to make it easier for the clients?
How will our decisions affect the donors’ willingness to give?
After being reminded of the three preceding questions, the group became aware that their decisions would adversely affect the mission, clients, and donors. However, the decision would optimize the project completion, save money, and make it easier for the staff. Optimizing things has short-term benefits but lowers long-term sustainability by lowering support, weakening the mission, and decreasing client retention and client enrollment.
Why does this happen?
Mission – We assume everyone can recite the mission statement (which is probably true). However, memorizing it is different than making it the foundation for every decision. Rarely does anyone advocate on behalf of the mission (For instance, when is the last time someone said, “If we do this how will it make the mission stronger?”).
Clients & Donors – We all know our organizations exist to serve the clients. However, they and the donors are rarely in the room. In addition, the meeting agenda is developed around the catalyst for the meeting. Besides, similar to the mission, everyone assumes everyone else is thinking about the clients.
Money – While it is rarely on the agenda, it always has a few advocates in the room (Treasurer, chair of the finance committee in the board meeting, CEO, CFO, or a manager with budget responsibility). Besides, every decision that is made must be tested against the budget impact and whether the decision can be cost justified or if a variance is needed.
The Goals – The goals for the project or discussion usually center around money, time, efficiency, or solving a problem. Without a direct connection to the mission, clients, and donors, it is easy to leave the mission, clients, and donors out of the discussion.
The solution is:
Mission Minute – Open the meeting with a reading of the mission statement or tell a quick story about how the mission recently changed the life of a client. This brings the mission and the clients into the room (virtually).
Assign Advocates – Ensure that the mission, clients, and donors have advocates. This is true whether the meeting is being held by a small group of staff members or by the board. At the board meetings, assign the head of the development or advancement committee to represent the donors and the head of programming to represent the clients. The chair of any meeting is the natural choice for the mission advocate.
Goals – Establish mission goals, client goals, and donor goals before the project begins and make reaching those goals as important as the other project goals.
Next Step:
Establish mission, clients, and donors goals for every endeavor
Ensure that every project team has individuals who are the assigned advocates for the mission, clients, and donors
Make the review of the three questions at the top of this article the last agenda item for every meeting or the discussion item before every board vote
“How do we increase staff productivity?” is an common question. “How do we increase staff productivity and enhance the mission, better serve the clients, and more fully engage the donors?” is a tough question. Finding the answer to the tough question will drive your nonprofit to excellence and significantly improve sustainability. It will also inspire your staff since the primary reason they work at your nonprofit is their love of the mission and clients.
