Mothers Against Drunk Driving is one of the most effective national charities in the United States. The organization has grown from a humble beginning to become one of the best in the thousands of charities and non-profit organizations in the country. Despite turbulent times in its growth, MADD shares success stories in past and in the present. The organization has changed its mission over time to reflect its changing and increasing roles in prevention of drinking and driving, victim service, and prevention of underage drinking. The current MADD mission is: to stop drunk driving, support the victims of this violent crime, and prevent underage drinking.

This report analyses the history MADD organization, external environment, and organization structure (board and senior management) as well as giving a critique of the structure. It also provides an analysis of the industry in which MADD operates using the five forces of Porter’s model. The report gives the value proposition that MADD should offer to its clients.

Analysis of financial performance the organization is performed with emphasis on the last five years. SWOT analysis is performed to determine the strength and weaknesses of the organization as well as identifying the external strength and weaknesses at the same time identify opportunities presented to the organization. TOWS analysis is also performed to ascertain strategies pursued by the organization as it tries to take advantage of its strengths and opportunities in the external environment to minimize its internal weaknesses and external threats. At the later stage, recommendations are made to the organization and Gantt and PERT presentation made at the end to show how the recommendations can be implemented by MADD.

Introduction

Mothers Against Drunk Driving (MADD) were formed 1980 under the inspiration of Candy Lightner whose daughter was killed in alcohol-related accident[1]. MADD is one of the most recognized non-profit organizations in the United States. The organization deals with fighting against drunk driving[2]. Among other things, MADD also also involved in the support of alcohol-related victims as well as prevention of underage drinking. The organization is also concerned with push for legislation on road safety and drinking legislation at federal and state government levels.

MADD has grown tremendously over the years to become a large charitable national organization today. The organization is dedicated to fulfilling its mission of providing solutions to drunk driving. MADD has successfully done this through offering education about the dangers of drunk driving and working closely with the government to ensure proper legislations are put in place. The organization is not concerned with fighting against driving under influence but also reducing alcohol use.

History

The history behind the formation of MADD is emotional and very touching to any human heart. It was on a Sunday morning in 1980 when Cari, a daughter of MADD founder, Candy Lightner was hit and killed by a drunken driver on her way to the church. The of Lightner’s daughter heartbreak her that made her make-up her mind to fight against drunk driving in the United States. This came at a time when incidents of road carnages due to drinking and driving were high in the United States[3]. The law enforcers new about the increasing road menace caused by drunk driving but took no steps to act against it. Additionally, despite the fact that drunk driving claimed thousands of lives annually in the country, the society viewed drinking and driving positive and was transport industry was only concerned about profits over road safety.

United by one agenda of fighting drunk driving, Lightner together with a group of determining women were inspired to bring drinking and driving to a stop in the country. Though plagued by lack of financial and non-financial resources, Lightner and his group challenged the society, lawmakers, and the traffic departments to live with the reality that lots of lives were being lost on the roads due to drunk driving. This witnessed the birth of Mothers Against Drunk Driving-MADD in Texas early 1980. MADD withstood turbulent times to grow so fast in the early years after its formation. The advocacy of MADD on road safety and responsible driving caused visceral reactions which sparked other organization to join in solidarity against drunk driving.

As a result of mounting pressure from MADD and other players, the United States Congress passes a number of traffic safety and victims’ rights legislation that brought sanity on the road. The death toll due drunk driving to that stood above 30,000 cases in 1980 has since reduces to less 17,000 by the year 2005. Late 1980, MADD had established eleven chapters and the passage of traffic legislation in 1982 by the Congress spurred the mammoth success for the organization. The federal law passage came as a reward for MADD since it started receiving funds from the federal government and other organizations and individuals such as Preferred Risk insurance, Leavey Foundation, and NHTSA. The organization used the fund in its campaigns and opening up of new chapters.

Three years, MADD moved its national headquarters from California to Texas. At the same time, advocacy to raise drinking age to 21 was deliberated and ultimately President Ronald Reagan assented to the Uniform Drinking Age Act into into law to curb increasing fatalities caused by teen drinking and driving. This legislation was pushed through after MADD research findings that showed alcohol related teen car crashes. From the year 1984 MADD recorded significant growth that galvanized into a powerful organization that it is today. During this year, the organization was able to grow it chapter to 330 in 47 states. This growth is attributed to generous contributions from different organizations and volunteers. Lightner left MADD in 1985 when the rapid growth and the demands of the organization threatened its financial sustainability. New savvy-board member were appointed to strategize and bring ensure organization solvency.

In early 1990, MADD objectives began to be realized when there were significant drops in alcohol-related fatalities. The number of fatalities dropped by almost 8,000 cases from above 30,000 cases annually to about 22,000 cases by the year 1990. Its during the same year that MADD diversified its fundraising to adequately meet the financial constraints caused by its rapid growth. The then Executive Director and other board members included licensing agreements, sponsorship , direct mails among other avenues as additional sources of the organization’s finances. Companies such as General Motors, Volkswagen, Allstate, Nationwide, State Farm, and DaimlerChrysler greatly supported MADD finances during this period.

Concerned with protecting youth against dangers of drinking, MADD elected youth representative to the organization and changed its mission to recognize the youths. Since then, the organization has been at the forefront to prevent underage drinking. Presently the organization offers programs designed to prevent underage drinking. At the beginning of the new millennium, MADD is acknowledged for being behind the enacting of thousands of drink driving legislations in different states across the countries. The death toll as of the late 1990s and early 2000 stood less than 17,000. MADD also successfully reduced the number of highway youth deaths at the same time[4].

Organization structure

National Board of Directors is composed of volunteers, recognized researchers, and business leaders[5]. The National Board of Directors is the top advisory body of the organization giving directions to the management organization. Key individuals in the board include:

Robert Strassburger is the chairman. Other member of the national board of directors include Steven Benevenisti, Barbara Brodt, Brad Bulla, Sally Ganem, Mary Klotzbach, Frank Magourilos, Nicole Nason, Kathryn Nelson, Courtney Popp, Paul Romero, Colleen Sheehey, Mahesh Shetty, Bryce Templeton, Brian Ursino, Monica Vandeheli, Nina Walker, William Windsor, and Jan Wither who is MADD National President.

The management is composed of key national figures that are concerned with day to day running of the organization. Key national positions include the presidency, Chief Executive officer, Chief operating officer, legal officer, and Chief finance officer. The office holders for the above positions in the management are:

Jan Witners – President
Debbie Weir – Chief Executive Officer
Nick Ellinger – Vice President of strategic outreach
JT Griffin – Senior Vice President Public Policy
Vicki Knox – Chief Operating Officer
John Ansbach – Chief Legal Officer
Lista Hightower – Chief Finance Officer

The organization has regional offices in every in every state that operate under the headquarter office composed of the management .The organization and governance structure in the honest opinion fit the organization mission and strategy in that it is structured to focus on the organization programs, services and initiatives to save lives. To best honest enough, I find no reason to criticize the MADD organizational structure since it clearly articulates the role of every individual in the chain. There are no overlaps in the management at any level in the structure. Furthermore, the lines of authority are clear and to the best of my analysis, the structure is ideal for smooth running of the entire organization.

Industry Analysis

Industry analysis in which MADD operates in is critical in identifying key factors for competitive success of the organization in the industry. The analysis is aimed at identifying basic characteristics of the industry with an aim of determining the nature and extent of competition in the industry. The analysis is going to utilize Porters five forces model to determine that structure of the industry and its competitive environment. The five forces that are to utilized in this analysis include vertical forces that are bargaining power of suppliers as well as consumers or buyer power. Horizontal forces in this analysis are threats of new entrants, threat of substitute products, and rivalry among existing industry competitors[6].

In this context, MADD is a non-profit organization whose main activity is a service as opposed to profit organization that majorly deal with products. For the purpose of analysis of the industry basing on the five forces of Porter’s model, adjustments are made to the original forces but the meaning still retained. The donor communities and corporate funders are taken to be customers and supplier at the same time. Donors and corporate funders provide funds to the organization to facilitate the provision of services by MADD. In return, the corporate community expects positive social impacts that they can lay claim on[7]. The positive impacts are seen to fulfill the corporate and donor own mandate and they are able to include it in their CSI portfolio. This creates what is referred to as power of large funders as the first force of in the industry. In this respect, a larger funders can be taken to mean a donor(s) or funder(s) with great influence in the donor community.

On the other hand, threat of substitute products can be seen to take shape due to competing funding requirements between different development focuses. With NGO’s have different programs of focus with stopping drunk driving as the end goal, threats of substitute product can be renamed as the threat of competing needs. When we consider and take the missions of most NGO’s, we find out that the Porter model does not provide for the beneficiaries of the services rendered by the organizations. It cannot be absolutely assumed that the beneficiaries of the services rendered by NGO’s are able to gladly and readily engage in the organizations’ activities or initiatives. In this regard the ability of and willingness of beneficiaries to participate in such initiatives is adopted among the Porter’s five forces. Therefore, with regard to this explanation, the Porter’s five forces can be restructured as The level of rivalry among organizations in the industry, the power of large funders, the ability and willingness of beneficiaries to participate, the competing needs, the potential for new rivals in the industry[8].

Rivalry among organization in the industry

The anti-alcohol industry in which MADD operates in is well funded and consists of well established organizations, groups and individual activists. The major aim of the industry is to fight alcohol drinking and address problems related to alcoholism. Top MADD competitors are Robert Wood Johnson Foundation, Center for Addiction and Substance Abuse (CASA), Center for Alcohol Marketing and Youth (CAMY), Center for Science in the Public Interest (CSPI), Coalition for the Prevention of Alcohol Problem, Office of Alcohol and Other Drug Abuse (AMA), Center for Substance Abuse Prevention (CSAP), Marine Institute, National Council on Alcoholism and Drug Dependence (NCADD), and American Council on Alcoholism[9]. Competition in this industry only but limited to funding. The industry rivals have to compete so sources of funding their activities and service delivery to the targeted communities. The commonly competed fund is the federal funding of anti-alcohol campaigns in the country .Additionally, corporate and individual funding are sources competition. The social impact of the organization is a competitive platform against which the organizations compete.

Competition for funds in the industry is extremely tremendous[10]. The number of charitable organizations seeking for donations is high in the United States. MADD is faced with a challenge of working harder to secure donations from corporate bodies, individuals, and government agencies to support its mission. Other charity organizations are relentless in seeking donations from the communities making fundraising a tough affair for MADD.

The power of large funders

Corporate funding forms a bigger percentage of almost all organizations in the anti-alcohol industry in the United States. The NHTSA and insurance companies are largest sponsors of the anti – alcohol organization in the country. These corporations greatly influence the activities of charitable organizations by placing great emphasis on social impacts of their interventions to stop drunk driving, delivery of victims or survivor services, and underage drinking. The power of large funders has pushed for positive social impact with rudimentary indicators by the organizations. These corporations greatly influence the the resource base oaf organizations in the industry. This has forced organizations to adopt a strong leadership with a clear strategic vision to ensure the threat of powerful corporate is mitigated through strong performance.

Ability and willingness of beneficiaries to participate

This is a very important force in the industry since it determines the social impact of programs offered by industry participants. Many victims and survivors are positive about the MADD programs and willingly participate. The major undoing is that the organization’s programs is lack of awareness that can be blamed for low participation of victims in the programs. Victims and survivors who know exactly what anti-alcohol organization are doing for drunk driving victims are able and willing to participate. The positive note is that the majority of communities are aware of the services and victims are positively informed about the existence of such programs translating to more willingness for participation by victims and survivors.

Threat of competing needs

There are set of competing needs in the anti-alcohol industry. There is a potential programs in the industry to compete for financing from the organization’s revenues. The program and services portfolio is increasing without a similar increase in industry revenues that are even shrinking. In the near future, competition for funding of these programs and activities threatens how the organizations are going to allocate funds to achieve social impacts as required by the corporate world.

Potential for new rivals in the industry

It should be recognized that barriers to entry in a non-profit making organization are relatively weak. There are no sources to entry into the market for any new entrants and therefore the industry is prone to this threat. In fact, the federal government encourages and supports the formation of nonprofit organizations to help in alleviating social concerns.

Analysis of Theory Models

SWOT analysis

SWOT analysis is an important tool that is used by organizations to determine internal strength and weaknesses and scour its external opportunities and threats[11]. After the an organization has delved its strengths, weaknesses, opportunities, and threats, strategic decision are taken to effectively utilize its strengths and opportunities to overcome the threats and weaknesses that the its faced with[12]. SWOT analysis though not completely effective, has been crucial in offering a basis for strategic insight for many profit and non-profit organizations. MADD strength and weaknesses are as analyzed below.

Strength

Strong relationship with government leaders, legislators, individual, and corporate bodies that facilitate the effective running of the entire organization
Strong public awareness campaigns and widely recognized name throughout the States.
Frequent changes through anti-drink and underage drinking laws that have strong public support
Huge number of victims that the organization has provided services to form a major strength for the organization. This gives the organizations a stepping stone to navigate the criminal justice system in court cases at the same enabling the it to have the victims adequately compensated.
Provision of free victim services by the organization and education on drunk driving in the tri county areas has created a superior public image for the organization.
The vigilant eye on youth through grassroots activism and education about the dangers and consequences of underage driving has helped build strong bond relationship with communities and other institutions

Weaknesses

No organization exists without weaknesses. MADD has substantial weaknesses that cannot be ignored. They include:

The relatively small number of victims being served as a proportion of the total number victims of drunk driving is seriously worrying
Substantially fatalities and injuries due to alcohol-related death despite rigorous campaigns by the organization.
Shrinking fundraising and sponsorship from individuals, federal government, and corporate.
Over reliance on volunteers and unrealistic expectations with regard organization victims’ services.
Despite hard efforts to educate youth about dangers and consequences of underage drinking and drunk driving the rate alcohol among the youth is still wanting. Though the level of underage drinking has declined in recent years, the true reflection of the youth programs has not been significantly felt in some states.
Complacency in increasing and advocating for opportunities for the mission of the organization to be felt in the criminal justice system.
Constrained opportunities to integrate driving under influence victim issues in the criminal justice system.

From SWOT analysis conducted, the following are the majors external opportunities and threat from the external environment that the organization is faced with.

Opportunities

National Board of Director with vast experiences as victims and also as manager in different across all the states.
Huge number of volunteers
Competent and educated national office
Extensive state or regional offices
Large number of chapters across the state offer an opportunity have affiliate standing committees that are capable of facilitating fundraising, MADD programs at the grassroots, victim services, public policy, as well as providing much needed grassroots leadership.
Positive public and government perception about the organization provides an opportunity for the organization to enforce driving under influence legislation reinforcements.
Strong backing of National Highways Traffic Safety Administration and other medical and safety organizations.

Threats

Public awareness of MADD programs is low despite high public recognition of the organization. Due to lack adequate knowledge about the programs offered by the organization it may create a wrong perception about the role of the organization. An impression can be created to suggest that the organization is prohibitory and only run by mothers which is not genuine. Philanthropic perception about MADD in the public domain may derail the achievement of its mission. Additionally, the recent claim that the MADD is using police roadblocks as sobriety checkpoints to scare drunk drivers threatens the validity of the organization campaigns (Toomey, 2005).

TOWS Analysis

This analysis is critical in figuring out the what strategies can be pursued by MADD organization as it tries to overcome its internal weaknesses and external threats utilizing its internal strengths and external opportunities[13]. This analysis allows the organization to turn its strengths and opportunities so as to threats in the external environment. Additionally, it allows the organization to make good use of opportunities to overcome its weaknesses.

SO strategy

This strategy will enable MADD organization to utilize its internal strengths and take advantage of the numerous opportunities in the external environment. For instance, the organization can run marketing of its programs and constantly measure program outcome on a yearly basis. Consequently, the organization can measure the outcomes of the programs with a clear purpose of honing it. For the purpose of attracting substantial funding from donors and sponsors, they should aggressively adjust program scope and expectation so as to produce good social impact necessary to retain existing funders as well as attracting new ones. On on its historical needs, MADD can develop systems that strengthen its position as a reputable charity organization in all states. Additionally,MADD can improve its services and education programs at the grassroots level to enhance achievement of its mission and objectives

ST strategy

MADD can pursue this strategy by using its strength as a weapon to deal with threats from the external environment. MADD can achieve this by maintaining its programs and clearly defining its role in the anti – alcohol industry so as to avoid public misconception regarding the it. It should also establish affiliate offices at grassroots level to sell the agenda of the organization to individual who are not aware of the exact role of the organization. Finally, the organization clear determine its services goals to position it as anti-drunk driving and anti-underage drinking ambassador so as to avoid controversy regarding its pure role.

WT strategy

This strategy is aimed at enabling MADD minimized its weaknesses and threats. The organization can achieve this by cooperating with with different organization in the communities identify deserving victims that can benefit from its programs. Secondly, the organization should work out on how to bring more volunteers on board to increase the implementation of its objectives. To raise more fund, MADD should seek for additional funding from alternative sources and expand its present it funding portfolio by inducing more funding through excellent service performance.

WO strategies

MADD can minimize its internal weaknesses by maximally taking advantage of its enormous opportunities. This can be realized through utilizing its education programs to produce skilled experts who can later be later absorbed in the organization to increase the awareness of organizational programs. Increase the transparency of utilization of organizational resources and program so as to establish a good reputation in with funding corporate and victims. Additionally, the organization needs to improve the delivery of its programs to ensure more victims benefit from them.

Finance Performance

Analysis of MADD financial performance is performed to figure out financial strengths of the organization. A statistical financial performance in the past five years is utilized in this analysis. Note that the dollars are in thousands.

Financial overview

Before starting an evaluation of the financial status of MADD, it worth to recognize that this is a non-profit organization. On this basis, the financial analysis will take a form of establishing how the organization has raised its revenues in the last five years. Additionally, an analysis of how the revenues are allocated to the various services and programs conducted by the organization.

Revenue overview

MADD total revenues have significantly dropped in the past five years. By the year 2007, total revenues from all sources was $49,851[14]. A total of $44,453 was recorded in the year 2008. Since then the revenue stream have totaled to $41,025, $40,873[15], and 40,309[16] for years 2009, 2010 and 2011 respectively. In the same period, significant drops in expenses have been witnessed. The total expenses for the year 2007 to 2011 stood at $49,116, $45,736, $44,538, $38,122, and $40,285 respectively. The bulk of the expense goes to community programs, field services, management and general, and fundraising.

Individual contributions

Individual contributors, corporations and foundations, and government grants form the bulwark of MADD sources of revenues. It is annoying to note at this point that the revenues of the organization of individual and corporate sponsorships are steadily declining. In the year 2007, individual contribution and net special events for the organization was $21,378. The year 2008, these contributions dropped by over $4000 for the organization to receive only $ 17,230[17]. The trend has maintained the same cause from the year 2008 to date. The organization registered a positive increase in individual contributions in the the 2009 with a total contribution of $17,777. This figure dropped to $17,621 in the year 2010 before going down to $16,222[18].

Corporate financing

The corporation contribution has similarly dropped in the last five years. The contribution dropped from as high as $9,234 in 2007 to $7,932 in the year 2008. Corporations and foundations contribution stood as $6,6605, $5,134, and $4,659 in 2009, 2010, and 2011 respectively. This is a worrying trend since corporation fund nonprofit organization for social impact in return. This may be inferred differently by different stakeholders.

Government grants

Government grants to the organization has been inconstant in the last five years. In the year 2007, government grant was $9,086. The grant stood at $10,656, $9,038, $8,398, and $9,980 in the year 2008, 2009, 2010, and 2011 respectively. Other other sources of MADD revenues include in-kind contributions, membership and victim impact panel, and licenses, promotion and other sources.

Assets and liabilities

However, organizations liabilities have considerably reduced in the last five years. For instance, the total liability in the year 2010 was $2.256 which declined to $2,059 in 2011. The net assets have almost stabilized in the last five years with the highest figure being $24,297 in 2010 and the lowest being $19,290 in 2009. This indicates that organizations can meet current liabilities adequately without compromising its core programs and activities.

External comments

According to external sources about the financial transparency of MADD, it is alleged that MADD exorbitantly uses donors and volunteers dollars. An investigation by the Star reveal that huge amount of donor money or contributions are spent on fundraising and administration at the expense of charity work. Though the management refute the claims, it is evident that huge amount spent on fundraising and administration is considerably high. These concerns have also been raised by volunteers in the recent times (Donovan, 2006).

MADD program value

MADD is committed to committed to saving peoples lives and serving them. The organization runs community-based programs and public policy services that are earned at saving people. We discuss the value of each program.

Victim services

MADD provides help to victims and survivors of drunk driving crashes. Services offered by the organization include emotional support and guidance, community referrals to meet any unmet needs, criminal justice services, and seeking of compensations.

Underage drinking prevention

The aim of this is to protect youth from the dangers of alcoholism and driving under influence. MADD propagates this through partnering with community fairs and partners, schools, and civic organization to promote lifesaving messages. The organization involves parents and communities to prevent underage drinking.

Public policy

The organization works closely with different organization to facilitate legislation to curb drunk driving. Its closing working with the National Highway Traffic Administration that bring together individuals in law enforcement helps in having a well defined public policy to eliminate drunk driving[19].

Organization strategy

In order to realize it mission, MADD has a number of strategies to guide it.

Directional strategy

This strategy gives the organization the needed direction in the realization of its fight against by drunk driving. At this point I would say that MADD directional strategy is to blame alcohol for causing all road carnages and loss of life no matter its actual cause, provided that any measurable amount of alcohol, or statistic possibility of alcohol use is present at the scene. Additionally, the organization drive to make people trust and believe government accident statistics and interpreting them as well as adopting them.

Marketing strategy

This strategy is applied to the organization spending over $200 million in twenty years to create awareness and convince the public that drunk driving is a serious issue than even health care, poverty or education. Furthermore, convincing lawmakers to enact laws that prohibit drunk driving and sentence drunk driver is taken as a marketing strategy for the organization of saving lives through fighting driving under influence and underage drinking.

Financial strategy

I would say that MADD financial strategy is to solicit money from groups that benefit more from reduced alcohol related accidents, like insurance companies. I would also say that the lobby by MADD to lobby Congress to fund NHTSA more as a strategy to have NHTSA make more grants to it.

Research and development strategy

The swap of employees by MADD and the government agencies and research would be taken as a strategy to promote the cause its cause. The innovative way by which the company defines a drunk driver as a passenger, driver, or cyclist with an alcohol reading above .00 and the drunk passenger with sober driver is taken as a research and development strategy.

Leadership

MADD has a team of dedicated leaders at both board and management level. The organization leadership is constituted or board of directors, national president, and national board of advisers. This team of leadership provides much needed guidance to the entire organization.

National Board of Directors

Robert Strassburger: Chairman; he the vice president of Vehicle Safety and Harmonization for the Alliance of Automobiles. Strassburger has vast experience in directorship having previously served as directors in various companies in the automotive industry[20].

The board is composed of many persons who are either direct victims of drunk driving or whose family members have been victims of the menace. Some board members have vast experiences in drug abuse prevention as well as prosecution. The board is an excellent reflection of the experiences that are required by the board in fighting against drunk driving and alcohol abuse. The experiences of board members are vital in the achievement of organization mission and objectives. Additionally, the board is equally learned therefore capable of overseeing the successful performance of the organizations. Above all these, the majority of board directors have vast working experiences with different organization in the United States. These rich work experience is clinically adequate in the smooth running of the organization.

The Management

The top management team of MADD consists of savvy leadership with the undeniable good reputation in management matters. The management capabilities of the president and the chief executive officer is unquestionable.

Debbie Weir, the chief executive office has decent credential for this top job. She holds a masters degree in social work over 2o years working experience in nonprofit hospice field. She is well renowned for developing an expansive nonprofit hospice program in Dallas serving terminally ill children and their families. She has worked with MADD since 2002 serving in the position of vice president of victims’ services. In this position she served 60,000 victims and survivors of drunk driving before. She also served as Chief operating officer where she provided strategic leadership in field operations, fundraising, volunteer and program development, and victim advocacy.

Partnerships

The organization only recognizes only welcomes corporate partnership that further its course of fighting against drunk driving, serving victims or survivors, and prevent underage drinking. MADD strategic alliance partners include Dial America that contributes 12.5 percent of magazine subscription sales. Other strategic alliance partners are Hill street, Knology, #TAXI, UMB, and Hazelden. Besides strategic alliances, MADD also partners with different corporate world to further its mission and objectives. Such corporations include supporters such as Nationwide Insurance, State Farm, and National Supporters League (NFL). Supporting sponsors include General Motors Foundation, and Auto Alliance Driving Innovation. Contributing sponsors include Aftermath, PM Solutions Group, Jarritos, Liberty Tax Services, and Cult360. Other local sponsors include Bachus & Schankers LLC, Goldberg & Osborne, Bell & Pollock P.C., Hyundai, Arco, and Buckfire & Buckfire P.C[21].

These strategic alliances and sponsorship partnerships have helped MADD realize its operational strategy. MADD has been able to deliver the strongest awareness and educational programs possible. At the same time the partnerships enable MADD to offer excellent services to victims and survivors and has also helped save almost 300,000 lives.

Performance measurement

MADD organization measures itself by the role it plays in stopping drunk driving. The first indicator is the number impaired driving legislation that the organization initiating as a stepping stone for fighting drunk driving. The organization terms its performance excellence on the fact that it has been behind the adoption of various legislations by state and federal agencies as strategy of fighting impaired-driving. MADD also recognizes successful enforcement of legislations as a perfect performance measure of its performance[22].

An important performance measure by MADD is the increase in media coverage of impaired-driving. Increased publicity of the consequences of driving under the influence through print and electronic media is given credit as awareness performance indicator. Additionally, reduction in the numbers of crashes related to drunk driving to the best of organizational leadership is taken as a performance measure. Reduction in alcohol-related fatalities is in fact taken as the primary performance measure since it is in line with the mission of the organization. Furthermore, the number of victims and survivors accessing organization organization services and successful prosecution of drunk drivers is also interpreted as a positive performance measure. Finally, a reduction in the number of youth crashes and drinking cases is a success story for the entire organization. Successful roll out of education and successful training programs further reinforces the measure of performance by the organization.

Recommendation and implementation

Recommendations

The above analysis reveals profound challenges that are facing MADD organization. It is important to note that this organization being a nonprofit organization streamlined so that its cause remains on track. The achievement of its mission depends on adequate realization of its core objectives and the positive perception from all interested parties. It is good again reiterate at this point that for any nonprofit organization to successfully carry out its activities, it needs to be well supported from the grassroots to the corporate and government level. The most vital support is looked at from the financial perceptive where a clear understanding of the organization’s mission at the positive impact of its social activities being felt is being felt is paramount to attracting sufficient financial support. It should be acknowledged that for any nongovernmental organization to be supported, it should prove beyond any reasonable doubt of its abilities to effectively and adequately meet its goals.

The last decade, MADD sources of revenues have been shrinking and the level of confidence on the utilization of donations has been questionable. Additionally, there have been allegations that the organization is going beyond its mandate to engage in matters that not core to the foundation of the organization[23]. This is highlighted by the founding mother has raised her concern about the validity of the organization in terms of activities and responsibilities. On the other hand, there is an urgent need to reach out to as many victims as possible and to aggressively continue fighting against drunk driving. Here are are recommending that I suggest for the organization to pursue so as to overcome its present challenges.

To increase revenue generation the organization should:

The organization leadership must strategically explore options of expanding its fundraising portfolio for the long term revenue sustainability. This can be done by building of important organizational revenue generation structures to guide in the expansion of the existing revenue sources with a view of having sustainable sources.
Build much needed sustainable fundraising programs by emphasizing on cross-functional working with different government and corporate department to induce more funding rather than the mere requisition for funding by the organization.
Preparation of fund raising goals and expense projections should involve the board of directors, volunteers, major partners, as well as the government to introduce an element transparency and accountability for fund use. This builds donor confidence which translates into an increase in donor support.
Close coordination and collaboration with external marketing and communication to enhance organization identity, promote future development campaigns and programs to attract potential donors.
Develop and implement a countrywide development plan to ensure fundraising goals and objectives are successfully achieved. This can be done through involving affiliates offices, volunteers and field staff.
Diversify planned sources of revenues by comprehensively articulating and providing innovative fundraising programs targeting individuals, corporate, foundations, and government.

The organization needs to improve the enforcement of crime victims and survivors’ rights and also increase the access and quality services to drunk driving victims and survivors. This will enable the organization to have a positive social impact that will increase donor confidence hence increased donations. To achieve this, the following recommendations are suggested for the organization.

Increase victims and survivor’s awareness of the existing victims rights and services through nationwide media campaign seeking to improve the awareness of such rights and services.
Provide additional funding to community programs to advocate for victims’ services and create an appropriate and effective service delivery to the victims within the community.
Develop and implement state to sate websites for victims to learn about their rights and services and how they can be integrated and assisted through the criminal justice process for compensation.
Notify the stakeholders about the victims benefiting from the organization services and the social impact created by the programs pursued by the organization.

Implementation

At this point, it is necessary for us to look at how some of the recommendations can be implemented by the organization. It is also important to realize the importance of these recommendations and how critical it is to effectively implement them. To implement recommendation such as “Develop and implement a countrywide development plan to ensure fundraising goals and objectives are successfully achieved. This can be done through involving affiliates offices, volunteers and field staff”, the organization need to adequately understand how to go about it.

To effectively implement this recommendation, we recommend that the organization must analysis the causes of the shrinking of revenues and align it with the recommendation. The second step is that the organization needs to search for alternatives for improving fundraising portfolio in the short term and in the long term for sustainability purposes. After this, the organization should reconsider evaluation of the current revenue source with an emphasis on how best to enhance the present sources of revenues. The fourth task is for the leadership to provide the directional stewardship of the entire fundraising campaigns with clear focus on emerging trends in donor sponsorships to nonprofit organizations. The fifth point is for the organization develop appropriate measures to ensure transparency in the fundraising campaigns as well as the authenticity of the process. Lastly, the organization should rapidly respond to the concerns raised during the fundraising by individuals, corporations, and foundations.

I am confident and hopeful that the above analysis of MADD organization and recommendation given will be helpful for the entire organization in its quest to live its dream of eliminating drunk driving, helping drunk drunk driving victims and survivors, and prevention of underage drinking.

Conclusion

At this point I must commend the role MADD has played since its inception in early 1980s. MADD activities significantly have an impact on the reduction of alcohol-related accidents in the United States. These have helped save lives save thousands of lives in the country. At the same time, MADD has been able to offer great supports to the victims and survivors of the impaired-driving and also reduced the level of underage drinking. However, it is also important to recognize the weaknesses that the organization is going through. The revenues generated by the organization are constantly declining which can potentially jeopardize the operation of the entire organization. At the same time, the organization needs to fight for its reputation as being the largest nonprofit charitable organization by making sure that the impact of its programs and services are felt. In conclusion, the organization should embark on ensuring stability in revenue generation to facilitate improved services delivery and programs.

Appendix

Appendix I

Organizational structure

Source: http://www.cogmap.com/chart/madd

Appendix II

Financial statements

Source: http://www.madd.org/about-us/annual-report/MADD_2011_AnnualReport.pdf

Source: http://www.madd.org/about-us/annual-report/MADD_Annual_09-10_v4HR.pdf

Source: http://www.madd.org/about-us/annual-report/MADAR-2009.pdf

Appendix III

Gannt Chart

			Times estimated
ID	Activity		O	M	P	Expected time
1	Fundraising	–	6	12	24	13
2	Victim services	1	12	18	24	18
3	Underage education	1	9	12	18	11.67
4	Social impact	1,2, 3	12	24	36	25.67

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