Growth Plans

Often, when asked to speak about Reach, Inc., I have to explain and defend a legitimate growth plan. It makes sense. Many of us who launch careers in social entrepreneurship are not financial experts. It's important that we are forced to think about the way we will use resources. How fast can we grow without overextending our resources? 

Something about this conversation has always bothered me, and it was framed effectively for me this week. Hobson Middle School Assistant Principal (and my former Harvard housemate), Katie Franklin, described Reach's potential in a letter of recommendation. She talked about the ways that our model can impact two populations simultaneously. Then, quite succinctly, she explained, "if Reach, Inc. is maximally successful, it should ultimately go out of business."

Shouldn't this be our goal for all service-providing nonprofit organizations? If we truly want our organizations to solve problems, then part of our growth plan should be to eliminate the need for our services, right?

This creates a significant tension for many nonprofits. During a recent conversation with Robert Egger, founder of DC Central Kitchen, he spoke of the desire of many to fund a program that trains ex-convicts while feeding the hungry; however, many do not have the same passion about addressing the real causes of hunger. People like stories.

Let us never forget that it is not the purpose of nonprofits to grow larger - rather, to run themselves out of business.

Thanks, as always, for reading.

Mark

Founder and President - Reach, Inc.