In early 2009, Andrew Sears, executive director of TechMission, Christian social service nonprofit, faced a problem known to many not-for-profit organizations, how to develop a sustainable organization, especially in an economic climate where the charity refused. With limited resources and a broader portfolio of programs, he had to balance three competing factors in TechMission: staying true to his Christian principles, to maintain its credibility in urban communities, and technologies, drivers for the promotion of social justice. Various initiatives are various ways for potential growth. In addition to determining the correct path, Sears knew that either way would require additional funding, potentially from secular organizations. The task was to ensure that this funding is to reinforce the market, followed by the distribution of its initiatives, which were the most potential. In addition, it would be necessary to ensure that all initiatives are entitled programs, people and resources to move forward. "Hide
by Susan F. Sieloff, Robert Young, Raymond M. Kinnunen Source: North American Case Research Association (NACRA) 19 pages. Publication Date: March 15, 2010. Prod. #: NA0036-PDF-ENG
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