Introduction
Boards will hear many definitions of mission. The key is to keep the idea of a mission simple. It is the board’s focus in an intermediate time frame of 6 to 10 years.
It is neither a restatement of the organization’s mandate, a general statement of purpose or direction, nor a statement which focuses on everything within the organization.
It is not the same as a vision. The board’s vision is a statement of the ideal outcome if the board is successful in achieving its mandate.
The key question is, “What does our board need to achieve in the next six to 10 years if it is going to leave a positive legacy for those we represent?” That question sounds simple; however, because the mission may require more than one strategic plan to accomplish, it can be difficult to answer.
This article outlines why a mission can require debate by the board in consultation ‘with’ its key stakeholders, four different ways a mission statement can be written, and the criteria which assists the board to identify when the mission is clear.
Why Mission Statements Take Time to Finalize
The number of persons on the board could indicate how many views may exist about what the board needs to accomplish in the next six to 10 years. This happens because board members choose to become members for a variety of reasons such as
- Personal interest in the programs and services offered
- Business interests
- Protection of jobs or worksites
- Desire to see the board expand its lines of business
- Intent to ensure that the board does not scale-back or eliminate programs or services.
It takes a skilled board chairperson and open and honest board members to state all opinions, listen to the pros and cons of different suggestions, and make the best choice for the entity in the time frame chosen.
Criteria for the Mission Statement
Our mission is set for the next _____ years.
|
Our Mission is |
Yes |
No |
| Focused | ||
| Time-limited | ||
| Measurable | ||
| Realistic | ||
| Within our mandate | ||
| Achievable within the designated timeframe | ||
| Achievable within the organization’s resource envelope |
Four Ways to Write a Mission
There are times when other organizations or businesses are offering similar programs and services, there is a demonstrated need for change, the organization wants to be the best in its area, or there is a need to meet a specific target. As a result, the board must choose what type of mission is appropriate at this time. Below are four examples.
Be better than the competition
By 2023, the X(Not-for-Profit) is the organization of choice for the provision of A, B, and C programs.
Commitment to change
By 2019, the X (Not-for-Profit) has shifted its focus from information provision to program provision and advocacy for individuals with Y.
Organization as outstanding example or role model
By 2020, X (Not-for-Profit) has the highest success rates in the country for Y.
Intention or target
By 2021, the X Academy has increased the number of students graduating with academic/honours certificates by five percent.
Final Note
It is important to take time to consider seriously what the needs of the not-for-profit entity will be in the next six to 10 years. This means completing a careful and thorough environmental scan, identifying what is within and outside the board’s sphere of control, and seeking consensus from the board to support that mission until it is realized.
