The Number One Job For Nonprofit Boards: Avoid Mission Creep

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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:

  1. Follows all applicable laws;

  2. Adheres to its own bylaws; and

  3. 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.

In this changing legal landscape, how can you protect your church from harm and increase your chances of staying out of court? Here are 7 ways:

  1. Leverage the Law in Your Favor

  1. Strengthen Your Governing Documents: Is that in our Bylaws

  2. Minimize Your Liability Through Effective Policies: Three Policies Every

    Church Needs

  3. Develop Effective Employment Practices: Hiring, Firing and Living to Tell About It

  4. Maintain Insurance Specific to Your Needs

  5. Clarify Property Issues Early

  6. Minimizing Your Church’s Biggest Risk

Glenn S. Reynolds, DMin, Jd

Glenn is a speaker, ordained pastor, writer, and attorney living in Suffolk, VA. Before starting Reynolds Law Group, Glenn pastored one of the largest churches in America and was the Director of Church Planting for the Iowa Ministry Network. Glenn roots hard for the Kentucky Wildcats in basketball, the Baltimore Orioles in baseball, and the Iowa Hawkeyes in football.

To learn more about Glenn, you can read his full bio here.

You can find him on Instagram @glennsreynolds

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