The Spring 2004 issue of SSIR contains a case study of the growth and transformation of the American Heart Association’s Western States Affiliate.  The case study raises a fundamental question of, when does change of organizational strategy, especially as related to aggressive fund-raising, become “mission creep”?  In this case the organization’s income more than doubled in a six year period, resulting in a dramatic increase in support for heart research but reducing its involvment in public education and screening activities.  It seems clear that the mission evolved, but does it matter?