The non-profit sector has always strategized around programs rather than revenues because of its mission-based focus. It had been acceptable to follow this strategy because of the financial and other support received from government and other contributors. However, statistics indicated a continual decline in government and other funding over the past decade had resulted in financial capacity being cited as the non-profit sector's greatest challenge. The purpose of this study was to expand upon prior research findings, which indicated that non-profit organizations needed to become more revenue centered. A quantitative descriptive methodology design was used to determine if nine specific mission-based management practices had any relationship to revenues in the non-profit sector. These nine mission-based management practices were proposed, but not tested, by Peter Brinckerhoff and consisted of the use of a mission statement, use of a board of directors, use of talented staff, use of technology, use of risk in decision-making, use of marketing, use of own financial resources, use of a vision, and use of a right set of controls. The sampling frame for the study was all registered non-profit organizations in Nova Scotia that had filed a 2007 tax return but excluded those with reported annual revenues of less than $100,000 and all church organizations. A survey was used to collect the data. A Chi-square analysis, Ordinal Regression, and the Kruskal-Wallis test were used to examine the comparison between revenues and the nine mission-based management practices. The findings from all three analyses indicated that there were no statistically significant associations. Of interest were the descriptive statistics. Given the lack of any statistically significant associations it was expected that use of the mission-based management practices would be low. However, the findings of the descriptive statistics indicated a very high use of most of the mission-based management practices. It was not possible to determine why the level of use was high and it would be useful to expand upon the findings of the descriptive statistics in this study to determine if non-profit organizations are further along the continuum of revenue versus program-based strategy than indicated by the nonparametric statistical results of this study.