We are grateful to read an article by HeroX that proposed a radical but perhaps effective idea for our business plan. In the author’s words,
“Every not-for-profit should have a specific, measurable, attainable, realistic and timely goal (SMART)”
“[and] as soon as that not-for-profit accomplishes that feat, the organization should declare victory: by closing its doors. For good.”
One topic touched was the concept of ‘mission creep‘ (2008, Jonker & Mehann III) which is defined as the action of stretching the mission statement of the entity outside the sphere of effectiveness, consequently resulting in unintended suffering of the stakeholders. Although it is a concept defined by limited case studies, it provides cautionary tales and an ample motivator for e.a.r.t.h. to adopt some project guidelines. The brief list of mission tweaks includes (1) focused and (2) catchy strategies/missions that (3) achieve an unmet public need(s), and are (4) performed by people with distinct skills or capabilities, (5) and who anticipate change, (6) guide trade-offs, and (7) are inspiring and inspired by the stakeholders.
We immediately modified the mission statement to meet the guidelines and remove redundancy. The modified mission statement reads:
“Fiscally sponsor SMART projects guided by effective altruism principles and targeting global problems that are large in scale, solvable, and neglected.”
SMART, or an equivalent acronym seems like a reasonable and effective means to communicate a next action. E.a.r.t.h. shall develop a project description template that incorporates this guideline. For clarity, we provide the recent example from a recent Google One Today campaign Bamboo Reverses Climate Change
Specific: (a) $1 donation = 1 Giant Sweet Bamboo = 5 kilometers of car emissions equivalent removed from the atmosphere annually. 400 Giant Sweet Bamboo plants are scheduled for propagation and maintenance
Measurable: (From multiple sources) One hectare of 400 bamboo plants in tropical climate sequesters approximately 15.4 tons of carbon dioxide equivalent annually. Factors to consider are quantity, health, and size of bamboo throughout a 5 year period.
Assignable: O Parks, Wildlife, and Recreation in Nicaragua will host and act as operation managers of the project, and e.a.r.t.h. will fiscally sponsor, evaluate, and present the results.
Realistic: From plan to completion a budget of $400 for propagating 400 bamboo plants in one hectare area will cover at least 1/4 the cost of the project in the allocated timeline and excludes contingencies, additions, and additional years).
Timely: (a) Project commences January 3, 2019: Prep-work; (b) concludes by January 2024: Sustainable harvest; (c) Project closed and resources are transferred to related project
Sustainable: Long-term controlled harvest and monitoring program will be established with further funding.
The expiration date concept seems effective by its conciseness, clarity, and emotive element. This term connotes urgent, time-sensitive, best date, offer ends soon. This strategy acts a motivating agent for clients who would reasonably associate the project with something that is of time-sensitive quality and allocates a short window of opportunity to respond.
The self-destruct button concept appears to contain an element that evokes an equivalent emotional response of urgency. The common practice of this icon connotes death, termination, shut-down, euthanasia, and a lost opportunity.
One more tool to fine-tune a contract with our stakeholders is a contingency plan or an escape clause IF and only IF a project is completed with reserve or incomplete in the time allotted. The project shall be reassigned or surplus distributed as to alleviate loss to all stakeholders.
Equipped with this best practice guideline, SMART projects with an expiration date and a termination date, we have higher outcome expectations for attracting interest, funding and completing a project. The guidelines serve the hosts and assigned team by clearly defining the fiscal sponsorship perimeter. The recipients of the benefits and benefactors will expect a clear line from the cost to the benefit, and know that the quality of work is assured within a reasonable time-frame. The sun sets on a project, and the consequences of mission creeping, broader targets, higher budgets, over-extension of fundraising, are avoided.
In addition, E.a.r.t.h. shall transpose this guideline to the entire not-profit entity. When any or all of the following conditions are met, the entity will shutdown:
(1) All SMART projects are closed or transferred
(2) All Programs are closed or transferred
(3) Achieve below 200 QALYS (six lives saved) annually
(4) Year #2030
At shutdown, all existing programs and resources will be transferred and distributed to the most appropriate entities. The details of the causes of termination, balances and all transactions of the dissolution will be made public to the stakeholders. At the writing of this in January 1, 2019, e.a.r.t.h. has a 12 year program, concluding its mission December 31, 2030.
One must
Kevin Shea, Director