Hungry Heart Association
| Other articles on: |
• strategic planning • Nonprofit Management |
|---|---|
| Posted: | March 23, 2004 11:11 PM |
| Author: | Perla Ni |
The Spring 2004 issue of SSIR contains a case study of the growth and transformation of the American Heart Association’s Western States Affiliate. The case study raises a fundamental question of, when does change of organizational strategy, especially as related to aggressive fund-raising, become “mission creep”? In this case the organization’s income more than doubled in a six year period, resulting in a dramatic increase in support for heart research but reducing its involvment in public education and screening activities. It seems clear that the mission evolved, but does it matter?
Comment
Assuming that the Board made the choice, it doesn’t matter. In the words of John Carver, Boards determine, what good, for what people and at what cost.
»» Posted by: Jim Schultz on April 21, 2004 03:21 PM