What the organisation exists to do.
WHY IT MATTERS MORE THAN IN A BUSINESS
There is no revenue signal telling you whether you are succeeding.
WHAT TO DEFINE
The problem you address Who you serve What change you seek What you will and will not do
WHY THE LAST ONE
Nonprofits drift toward whatever is funded.
WHAT THAT PRODUCES
Organisations doing many things poorly, none of them their original purpose.
WHAT TO WRITE DOWN
A purpose statement, short enough to be remembered.
WHAT MAKES ONE USEFUL
Specific about the problem and the population Specific enough to exclude things
WHAT A VAGUE ONE SOUNDS LIKE
Improving lives in our community.
WHAT A SPECIFIC ONE SOUNDS LIKE
Improving literacy among out-of-school children in a defined area.
WHY SPECIFICITY HELPS FUNDRAISING
Funders support defined work, not general goodwill.
WHAT ELSE TO DEFINE
What success would look like How you would know
WHY THAT IS DIFFICULT
Social outcomes are hard to measure, which is why most organisations avoid it.
WHAT TO DO ANYWAY
Define something observable.
WHAT TO PUT IN THE CONSTITUTION
The objects, drafted to permit what you actually intend.
WHY CAREFULLY
You cannot lawfully do things outside your objects.
WHAT TO REVIEW
Whether activities still match the purpose.
