Bright shiny object syndrome: when people focus their attention on an idea that is new and in vogue, but drop this as soon as something new takes its place. This lack-of-focus can cause nonprofits to stray from their core mission, chasing the next philanthropic trend or cause-du-jour.

For a variety of reasons, many well-intentioned, nonprofit organisations stray from their original purpose and mission. This tendency has become known in the sector as “mission creep”. Simply defined, it is the gradual broadening and shifting of an organisation’s original objectives or mission. It is often caused by the organisation chasing yet another 'bright shiny object', constantly adding a new cause to the organisation's focus area.

Why does mission creep occur?

There are many causes of mission creep. These include:

• Crisis situations

  This is an issue that arose for most nonprofits during the pandemic – community needs changed drastically, and nonprofits had to adapt to fill those pressing needs. While this is inevitable in a crisis, it is not sustainable on a long-term basis. In the same vein, it is not uncommon for a director or board member to see a topic in the news, feel strongly about it, and want to pull organisational resources to focus on their newfound passion. While you can appreciate the temptation to grab the megaphone (“if we don’t speak for the vulnerable, who will?” is the common refrain), is it advisable or even appropriate for, say, an organisation that provides pro bono legal services, to suddenly pivot to climate change advocacy? It is an entirely different focus area and skillset and such a shift must be carefully thought through, planned for, and properly resourced. A sudden shift in organisational focus is jarring for staff and stakeholders alike.

• Identifying critical needs

  Imagine someone who runs a small, community feeding scheme. She notices that many of her clients are homeless, and decides to start a night shelter as well. While this is commendable, funding and managing what amounts to a small hotel may involve a different skill set than making 30 or 40 peanut butter sandwiches every day. There will also be new rules and regulations to consider – zoning, permits, health codes… Then, she notices her clients have a variety of other special needs. Do we then expand into counselling, drug rehabilation, or job skills training? All of these are critical needs, but that does not mean that the organisation has the skills or resources to solve all these problems.
  
  

• Chasing trends in philanthropy

  I get it, it’s a competitive world out there. Too many proposals are chasing too few funds. It’s tempting to slightly bend the spirit of the mission statement to fit the criteria of a particular grant. And it may be reasonable to do so. Indeed, funding fads and fashions come and go. But nonprofits must be cautious of shifting too far from their core mission simply to bend to the will of funders. The mission statement is there for a reason.
  
  

• Director-led mission 

  Directors are meant to keep the organisation focussed on the core mission. But sometimes, the director can try to shift an organisation’s focus to their own interests and experiences. An organisation may be especially susceptible when a new director takes command and subsequently wants to remake the organisation in their own image, prioritising new ideas and proposals with little regard for long-established, core work

Why is mission creep a problem?

Here are a few things that can go wrong:

• Taking on more than you can handle

  By trying to do too much, it is likely that the organisation will end up being stretched too thin, leaving staff overwhelmed. This leads to staff burnout and/or staff leaving the organisation, a decrease in work outcomes, and will ultimately hurt the organisation as a whole.  The community needs are important, but so are the needs of your staff. 
  
  

• It is inefficient

  It takes time for staff to understand the scope of new areas of work, even if it feels closely linked to the core mission. By the time one considers learning curves, new admin costs, or splits revenue with collaborators, these new acquisitions may not be financially viable. Staff could struggle to come up to speed with new projects for which they were not hired or qualified to manage. This can come at the expense of work they have been specifically trained to do.
  
  

• Lack of expertise

  Expansion outside of the original mission and goals could also mean expansion beyond the organisation’s expertise. The organisation may find itself in a position where it is competing with those who are better equipped, more knowledgeable, and more established in its new field of expansion.
  
  

• Nobody knows what you do

  A cacophony of projects can potentially confuse donors, clients and stakeholders. An organisation does not want to find itself in a position where people (and especially funders) can’t figure out what it actually does – not even their own staff!
  
  

• Where does it end?

  Using the feeding scheme example, let's say that many people in your community are refugees. In addition to food, they likely need safe shelter, health services, legal services, access to education, and the ability to earn money. How many of these services would you be able to provide? In addition, they likely have family back home that need assistance and were not able to leave the crisis situation. Can you assist them too? Will you now be tempted to step into international political advocacy to try to resolve the humanitarian crisis that led to the influx of refugees in your community? It may sound extreme, but continuing to expand your offering is a slippery slope. Offer assistance where you can, but be mindful of your own limitations.  

How to stay focussed

• Clearly define and communicate the organisation’s mission and goals at staff and board meetings. Encourage open and honest communication among staff, board members, and other stakeholders to ensure that everyone is aligned with and clearly understands the organisation's mission, and their role in supporting the mission.
  
  
• Regularly evaluate activities and prioritise initiatives that align with the mission.
  
  
• Limit the scope of operations and avoid taking on projects outside of the organisation’s area of expertise. Instead of trying to solve every problem yourself, especially those beyond the scope of the organisation’s mission and expertise, find and either partner with or support organisations that are already working on the issue.

• An involved board can help reign in a director who is constantly trying to shift the organisations focus and core mission. The board needs to ensure that if a shift in focus is needed, the needs, resources, and skills required, as well as the long-term impact of the shift is considered before a decision is made.