Magazine article Stanford Social Innovation Review

Letters

Magazine article Stanford Social Innovation Review

Letters

Article excerpt

Distinguishing Between Mission and Strategy

What a fascinating article on the Oakland Symphony ["The Sound of No Music," Fall 2004]. I have been working closely with several orchestra leaders who have adopted Jim Collins' model of core values, core purpose, and vision, and applied them to various orchestras. James A. Phills' emphasis on distinguishing between strategy and mission goes right to the heart of what I'm focusing on with the Berkeley Symphony's strategic planning team and with our board.

I intend to urge each of our board members to read this article and keep it in mind as we continue our long-term planning.

Gary Gins ding

Executive Director,

Berkeley Symphony Orchestra

Berkeley, CA

Thank you for this excellent article! The Oakland Symphony is a terrific example of what we still see regularly in dealing with a number of clients. It was a pleasure reading this article, and we hope it reminds nonprofit organizations of their true priorities in strategically advancing their missions and truly serving their communities.

Bruce D. Thibodeau

President,

Arts Consulting Group, Inc.

Los Angeles, CA

A Holler from Holland

An article in your Summer 2004 issue suggests that there are only 400 nonprofits in the Netherlands ["Seal of Approval" ]. In our nation of 16 million people, we have a lot more charities. But of this larger group, roughly 400 report their annual figures to the mentioned Central Bureau of Fundraising (CBF). Of this group, roughly 250 have one of the two available "seals of approval."

There are close to 17,000 charities registered with the Dutch tax authorities. They receive a favorable tax treatment. Some observers think there are as many as 35,000 charities, not counting churches and church-related groups. Most not registered with the tax authorities are probably very small and/or not aware of the possible tax regulations that apply to them. …

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